A

Thesis on

TO STUDY PROMOTIONAL STRATEGY ADOPTED BY

RANBAXY LABORATORIES LTD RELATED TO
RANITIDINE-150mg (Antiulcerant) IN NAGPUR CITY

By
ASHISH L. RAHATE
1|Page
 Enrol.No.8NBNG169

Thesis on

TO STUDY PROMOTIONAL STRATEGY ADOPTED BY

RANBAXY LABORATORIES LTD RELATED TO
RANITIDINE-150mg (Antiulcerant) IN NAGPUR CITY

By
ASHISH L. RAHATE
Enrol.No.8NBNG169

A report submitted in partial fulfillment of

The requirements of

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 THE MBA PROGRAM
(The Class of 2010)
INC

ACKNOWLEDGEMENT

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 Mr.Ajay Patole (Faculty Guide) for valuable inspiration and
guidance provided me through out course of this project. Last But not least, I feel
proud to express my deep gratitude to my parents without blessings; the presence
work would have never been employed.

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 TABLE OF CONTENTS
Sr.No. Particulars Page No.
Chapter-1 Introduction 6
Objective and Limitations of Study 7
Industry Profile 8
Market Structure and Trends 12
Company Profile 24
Pharmaceutical Marketing in Ranbaxy 31
Ranbaxy Business Strategy 39
Chapter- 2 SWOT Analysis 42
Chapter- 3 Mission And Vision Statement 46
Chapter- 4 Product Profile 49
Details of Ranitidine 50
Histac 52
Competitors of Histac 52
Chapter- 5 Research Methodology 53
Chapter- 6 Analysis 55
Chapter- 7 About Ranbaxy 60

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 Top Molecules of Ranbaxy 61
Top Competitors of Ranbaxy 63
Chapter- 8 Finding and conclusion 66
Chapter- 9 Bibliography 68
Chapter- 10 Questionnaire 70
Chapter- 11 Glossary 72
Chapter- 12 Abbreviations 76

Executive Summary

Now a day in this competitive world there are many companies existed. Every
company wants to attract more and more customers to them there are many
policies which are being implementing by these companies. Sales promotion plays
an important role to increase the market potential of any company. There are
various products of big companies which failed due to lack of aggressive
marketing and proper promotion of that product.
Sales 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
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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.
The main purpose of sales promotion is to boost the sales of a product by creating
demand.
Sales promotion also helps in achieving the following purposes:
1. Encourage the customers to try a new product.
2. Attract new customers
3. Encourage the customers to use the product or service and make them brand
loyal.

CHAPTER- 1
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 INTRODUCTION

OBJECTIVES OF THE STUDY

➢ To study the overview of Indian Pharmaceutical Market.

➢ To study the culture of Ranbaxy Lab.

➢ To find out the promotional strategies used by Ranbaxy with respect to

‘Histac’ tab.

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 ➢ To find out various promotional strategies used by Ranbaxy to acquire
market share in Nagpur city.
➢ To study the competitors of ‘Histac’ in pharma market.

➢ STo study the perceptions of Doctors on sales of ‘Histac’

LIMITATIONS
➢ The scope of study is limited to Nagpur City only.

➢ There may be discrepancies in the actual data and the recorded data due to
misinterpretations.

➢ Topic is vast but availability of information and timeline is short.

➢ Unable to meet the decision maker of the organization.

➢ Due to busy schedule of Doctors proper feedback is not possible.

4. INDUSTRY PROFILE

The Indian Pharmaceutical Industry 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 organized sector, the Indian Pharma
Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent
annually. It ranks very high in the third world, in terms of technology, quality and
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range of medicines manufactured. From simple headache pills to sophisticated
antibiotics and complex cardiac compounds, almost every type of medicine is now
made indigenously.

Playing a key role in promoting and sustaining development in the vital field of
medicines, Indian Pharma Industry boasts of quality producers and many units
approved by regulatory authorities in USA and UK. International companies
associated with this sector have stimulated, assisted and spearheaded this dynamic
development in the past 53 years and helped to put India on the pharmaceutical
map of the world.

The Indian Pharmaceutical sector is highly fragmented with more than 20,000
registered units. It has expanded drastically in the last two decades. The leading
250 pharmaceutical companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely fragmented market with
severe price competition and government price control.

The pharmaceutical industry in India meets around 70% of the country's demand
for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals,
tablets, capsules, orals and injectibles. There are about 250 large units and about
8000 Small Scale Units, which form the core of the pharmaceutical industry in
India (including 5 Central Public Sector Units). These units produce the complete
range of pharmaceutical formulations, i.e., medicines ready for consumption by
patients and about 350 bulk drugs, i.e., chemicals having therapeutic value and
used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial licensing for

most of the drugs and pharmaceutical products has been done away with.
Manufacturers are free to produce any drug duly approved by the Drug Control
Authority. Technologically strong and totally self-reliant, the pharmaceutical
industry in India has low costs of production, low R&D costs, innovative scientific
manpower, strength of national laboratories and an increasing balance of trade.
The Pharmaceutical Industry, with its rich scientific talents and research

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capabilities, supported by Intellectual Property Protection regime is well set to
take on the international market.

The future of Indian pharmaceutical sector looks extremely positive. Indian

pharma companies are vying for the branded generic drug space to register their
global presence. Several Indian pharmaceutical companies have acquired
companies in the US and Europe and many others are raising funds to do so. For
example, Ranbaxy acquired Romania's Terapia, Ethimed NV of Belgium and
GSK's generic business Allen SpA in Italy. Dr Reddy's acquired German generic
drug maker Betapharm. Companies like Glenmark Pharma, Lupin, Aurobindo and
Jubilant Organosys are on the lookout for lucrative acquisitions.

Generic Drugs
A generic drug (generic drugs, short: generics) is a drug which is produced and
distributed without patent protection. The generic drug may still have a patent on
the formulation but not on the active ingredient.

Over The Counter Drug

It is also known as medication drugs. These can be purchased without prescription.

Prescription Drugs
These have to be prescribed or administered by healthcare professionals.

Vaccines Market

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Vaccine manufacturers from all over the world have been involved in a stalemate
with governments regarding supply and demand. While 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.
Meanwhile, developing nations are increasingly demanding vaccines that are no
longer included in the immunization schedules of developed countries. These
vaccines will have to be provided at very low costs, which will not be feasible
unless the demand can compensate for the low margins.

Global vaccines market is estimated at USD10 billion in 2007; human vaccine

valued at USD8.3 billion contributes major share ie 83% of the total market and
rest 17% is occupied by animal vaccine valued at USD1.7 billion. The US is the
leading market, accounting for more than 50% of the global vaccine market.
Influenza vaccine is the fastest growing in the adult vaccine segment followed by
Hepatitis vaccines. The vaccines market in India in 2006-07 was INR30.53 billion
registering a 30.41% 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 DPT with Hepatitis B, Hepatitis A and Injectable polio vaccine, besides
several veterinary and poultry vaccines. Indian vaccines market is dominated by
pediatric vaccine with 60% of market share. Combination vaccines are driving the
growth of vaccine market in India.

The business of Drug Development

Drug development is a blanket term used to define the entire process of bringing
a new drug or device to the Market. It includes Drug discovery / product
development, pre-clinical research (microorganisms/animals) and Clinical trials
(on humans).

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New Chemical Entities (NCEs)(also known as New Molecular Entities (NMEs))
are compounds which emerge from the process of drug discovery. These 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 NCE 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 NCE is used
in a human clinical trial ("first-in-man" (FIM) or First Human Dose (FHD)).
Many aspects of drug development are focused on satisfying the regulatory
requirements of drug licensing authorities. These 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 requirement 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). While,
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.
The process of drug development does not stop once an NCE begins human
clinical trials. In addition to the tests required 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). The compound will also be tested for its
capability to cause cancer (carcinogenicity testing).

MARKET STRUCTURE AND TRENDS

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The first Indian pharmaceutical company, Bengal Chemicals and
Pharmaceutical Works, which still exists today as one of 5 government-owned
drug manufacturers, appeared in Calcutta in 1930. For the next 60 years, most of
the drugs in India were imported by multinationals either in fully-formulated or
bulk form.
The government started to encourage the growth of drug manufacturing by Indian
companies in the early 1960s, and with the Patents Act in 1970, enabled the
industry to become what it is today. This 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. The 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.
They 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 2002, over 20,000 registered drug manufacturers in India sold $9 billion worth
of formulations and bulk drugs. 85% of these formulations were sold in India
while over 60% of the bulk drugs were exported, mostly to the United States and
Russia. Most of the players in the market are small-to-medium enterprises; 250 of
the largest companies control 70% of the Indian market€. Thanks to the 1970
Patent Act, multinationals represent only 35% of the market, down from 70%
thirty years ago.
Most pharma companies operating in India, even the multinationals, employ
Indians almost exclusively from the lowest ranks to high level management.
Mirroring the social structure, firms are very hierarchical. Homegrown
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.

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Research and Development
Both the Indian central and state governments have recognized R&D as an
important driver in the growth of their pharma businesses and conferred tax
deductions for expenses related to research and development. They 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. Government support is not the only
thing in Indian pharma favor, though; companies also have access to a highly-
developed IT industry that can partner with them in new molecule discovery.

RESTRUCTURING OF PHARMA

The Indian Pharmaceutical 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. This 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 INR250 billion ($5.7 billion) at the end of the 10th Five Year Plan
(2002-2007). Part of this amazing growth story will be propelled by capital
investments of around INR100 billion ($2.3 billion), most of which have already
been committed to the Government of India.
The Indian pharmaceutical industry has a unique amalgamation of three critical
factors which make it so attractive for investment thereby adding impetus to
growth.

- The process patent regime

- Price controls
- Exemptions to Small Scale Industries (SSIs)

The commitment to infrastructure development, technological competency

augmentation and a wide array of products has boosted the industry to already

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achieve the $4 billion mark.

The implementation of Good Manufacturing Practices has become a further

supplement to the industry now producing bulk drugs for all the major therapy
segments which are the most in demand. The competencies developed in India in
organic synthesis & process engineering have helped derive the most cost effective
solutions in time efficient scales and compliant with high quality standards. An
important outcome of this was India’s low cost production of anti-retroviral for
export to humanitarian and international organizations in needy African countries
which brought global recognition and acceptance of the industry as a major player
in the global drug producing nations.

OUTSOURCING OF PHARMA

It has been well recognized that the global pharmaceutical industry is facing a
number of challenges at present. The difficulties the industry is experiencing have
forced all drug companies to change their current operation models. They are now
forced to pursue more efficient, cost-effective and productive ways to conduct
their operations, whether in R&D or manufacturing. The keys for them to make a
quick turnaround are to get drug discovered quicker, developed faster,
manufactured cheaper and marketed wider.
Outsourcing has been proven to be one of the effective solutions for drug
companies to quickly turn the situation around as it provides them with the desired
efficiency, flexibility and agility. Among all emerging countries for outsourcing,
China and India have risen rapidly and become stars in the global pharmaceutical
outsourcing arena as both countries possess the unique combination of low cost
and quality service. The 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.

STRATEGIC ALLIENCES

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A number of firms around the world have been using strategic alliances to become
more competitive globally. The 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 liberalization of Indian economy in 1991, Indian companies have used
these strategic alliances to expand into other markets and prepare for increased
competition at home. But after joining the World Trade Organization in 1995,
India had to change its patent laws by 1 January 2005 to meet its commitments
under the WTO's agreement on Trade Related Intellectual Property Rights
(TRIPS). In the post-2005 scenario, the pharmaceutical industry has undergone a
significant change due to the TRIPS agreement.

Though a number of reasons are attributed to these strategic alliances in literature,

there is no particular pattern that can be observed in these alliances. Analyzing the
Indian Pharmaceutical 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
Pharmaceutical Industry, the existing capabilities of the firms and how these
alliances are supposed to bridge the capability gap.

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 Expansion towards Generic Drugs
The last three years has seen several major shifts in generics company strategies.
From 2006 to 2008 a period of high M&A activity was seen as many companies
sought to expand geographically and create the scale required to compete with
large pharmaceutical companies. Since 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.
The global financial crisis has also affected government debt and subsequently
healthcare cost containment has become a prominent issue. Many nations and in
particular the US is seeking to reduce healthcare costs through promotion of
generics and creating better approval pathways for biogenerics.

PRICING OF MEDICINES

WHILE MUCH PROGRESS has been made in transforming the health sector
since 1994, 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
quality medicine. The transformation of the pharmaceutical industry, both in terms
of ensuring the quality 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.
Following broad and intensive consultation, government passed the Medicine and
Related Substances Act in 1997 to provide a legislative framework for improving
access to affordable medicine. This entails making the entire pricing system on
medicine more transparent and capping the prices where necessary.
While 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.

The opponents of the transformation process within the retail pharmacy industry
initially argued that the dispensing fee that can be charged by pharmacists was too

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low and would therefore undermine the viability of this industry. In subsequent
arguments in court on this matter, they questioned not only the dispensing fee set
by government but also the whole idea of regulating prices in order to improve
accessibility to medicine. Highly priced medicine is preferred because of better
returns when using a percentage mark-up system. The lowering of medicine prices
to benefit the consumer is therefore bad news for those who have built their
business models on this practice.
When applying government pricing regulations on the same medicine quoted
above, a pharmacist would simply add 26% on the manufacturer's price of R31.45.
This means that a consumer would buy the medicine at R39.63 instead of an
unjustifiable R55.43 set by MHS.

DRUG DONATION

WHO guidelines for drug donations

Selection of drugs
➢ Drugs should be based on expressed need, be relevant to disease
pattern and be agreed with the recipient.

➢ Medicines should be listed on the country's essential

➢ No returned drugs from patients should be used.

➢ All drugs should have a shelf life of at least 12 months after arrival in the
recipient country.

Quality assurance (QA) and shelf life

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 ➢ Drugs should be from a reliable source and WHO certification
for quality of pharmaceuticals should be used.

➢ No returned drugs from patients should be used.

➢ All drugs should have a shelf life of at least 12 months after arrival in the
recipient country.

Presentation, packing and labeling

➢ 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, quantity, name of manufacturer, storage
conditions and expiry date.

➢ Drugs should be presented in reasonable pack sizes (e.g. no sample or

patient starter packs).

DRUG SAFETY

Pharmacovigilance (PV) 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. Generally 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 hazards associated with medicines

➢ Preventing harm to patients.

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 ➢ Pharmacovigilance is particularly concerned with adverse drug reactions,
or ADRs, which are officially described as: "A 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."
➢ Pharmacovigilance is gaining importance for doctors and scientists as the
number of stories in the mass media of drug recalls increases.

Information and management

➢ Recipients should be informed of all drug donations that are being
considered or under way.

➢ Declared value should be based on the wholesale price in the recipient

country or on the wholesale world market price.

➢ Cost of international and local transport, warehousing, etc, should be

paid by the donor agency unless otherwise agreed with the recipient in
advance.

Risks of medical treatment

➢ While 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

➢ While 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

➢ There is no such thing as a safe drug. There are risks in any intrusion into
the human body, whether chemical or surgical. Nothing in this field is
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 entirely predictable as the interaction between chemicals and the human
body may produce surprises.

PHARMA: THROUGH POTER EYE

Today's business environment is extremely competitive and in economics parlance

where perfect competition exists, the profits of the firms operating in that industry
will become zero.
However, this is not possible because, firstly no company is a price taker (i.e. no
company will operate where profits are zero).
Secondly, they strive to create a competitive advantage to thrive in the competitive
scenario. Michael Porter, considered to be one of the foremost gurus' of
management, developed the famous five-force model, which influences an
industry.

Industry competition
Pharma industry is one of the most competitive industries in the country with as
many as 10,000 different players fighting for the same pie. The rivalry in the
industry can be gauged from the fact that the top player in the country has only 6%
market share, and the top five players together have about 18% market share.
Thus, the concentration ratio for this industry is very low. High 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. The fixed cost requirement is low but the
need for working capital is high.

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Bargaining power of buyers

Enhance over the long term, as product patents come into play from 2005.
The unique feature of pharma industry is that the end user of the product is
different from the influencer (read doctor). The consumer has no choice but to buy
what doctor says. However, when we look at the buyer's 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. However, government with its policies, plays
an important role in regulating pricing through the NPPA (National
Pharmaceutical Pricing Authority).

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Bargaining power of suppliers

The pharma industry depends upon several organic chemicals. The chemical
industry is again very competitive and fragmented. The chemicals used in the
pharma industry are largely a commodity.
The suppliers have very low bargaining power and the companies in the pharma
industry can switch from their suppliers without incurring a very high cost.
However, what can happen is that the supplier can go for forward integration to
become a pharma company. Companies like Orchid Chemicals and Sashun
Chemicals were basically chemical companies, who turned themselves into
pharmaceutical companies.
Barriers to entry

Pharma industry is one of the most easily accessible industries for an entrepreneur
in India. The capital requirement 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.
However, creating brand awareness and franchisee amongst doctors is the key for
long-term survival. Also, quality regulations by the government may put some
hindrance for establishing new manufacturing operations.
Going forward, the impending new patent regime will raise the barriers to entry.
But it is unlikely to discourage new entrants, as market for generics will be as
huge.
Threat of substitutes

This is one of the great advantages of the pharma industry. Whatever happens,
demand for pharma products continues and the industry thrives. One 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.

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However, in recent times, the advances made in the field of biotechnology, can
prove to be a threat to the synthetic pharma industry.

PHARMA INDUSTRY: GROWTH BREAKUP

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 COMPANY PROFILE
Ranbaxy Laboratories Limited, India's largest pharmaceutical company, is an
integrated, research based, international pharmaceutical company, producing a
wide range of quality, affordable generic medicines, trusted by healthcare
professionals and patients across geographies. Ranked 8th amongst the global
generic pharmaceutical companies, Ranbaxy today has a presence in 23 of the top
25 pharmaceutical markets of the world. The Company has a global footprint in 49
countries, world-class manufacturing facilities in 11 countries and serves
customers in over 125 countries.
In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese
innovator companies, Daiichi Sankyo Company Ltd., to create an innovator and
generic pharmaceutical powerhouse. The combined entity now ranks among the
top 15 pharmaceutical companies, globally. The 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.

Vision and Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary
prescription products by2012 with a strong presence in developed market. The
company aspires to be amount the top 5 global generic player and aims at
achieving global sales of US$ 5bn by 2012.
Financials
Ranbaxy was incorporated in 1961 and went public in 1973. For the year 2008, the
Company recorded Global Sales of US $ 1,682 Mn, reflecting a growth of 4%.
The Company has a balanced mix of revenues from emerging and developed
markets that contribute 54% and 39% respectively. In 2008, North America, the
Company's largest market contributed sales of US $ 449 Mn, followed by Europe
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garnering US $ 330 Mn. Business in Asia is going strong with India clocking sales
of around US $ 300 Mn with market leadership in several business segments,
backed by strong brand-building skills.

Strategy
Ranbaxy is focused on increasing the momentum in the generics business in its
key markets through organic and inorganic growth routes. Growth is well spread
across geographies with focus on emerging markets The Company continues to
evaluate acquisition opportunities in India, emerging and developed markets to
strengthen its business and competitiveness.
R&D
Ranbaxy views its R&D capabilities as a vital component of its business strategy
that will provide a sustainable, long-term competitive advantage. The Company
has a pool of over 1,200 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 70's, in support of its global ambitions. A
first-of-its-kind world class R&D centre was commissioned in 1994. Today, the
Company's multi-disciplinary R&D centre at Gurgaon, in India, houses dedicated
facilities for generics research and innovative research. The robust R&D
environment for both drug discovery and development reflects the Company's
commitment to be a leader in the generics space offering value added formulations
based on its New Chemical Entity (NCE) research capabilities.
The new drug research areas at Ranbaxy include anti-infectives, inflammatory /
respiratory, metabolic diseases, oncology, urology and anti-malaria therapies. The
Company has signed collaborative research programs with GSK and Merck.
People
The Company’s business philosophy based on delivering value to its stakeholders
constantly inspires its people to innovate, achieve excellence and set new global
benchmarks. Driven by the passion of its over 12,000 strong multicultural
workforce comprising over 50 nationalities, Ranbaxy continues to aggressively
pursue its mission to become a Research-based International Pharmaceutical
Company and attain a true global leadership position.

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Life at Ranbaxy
A career at Ranbaxy means an opportunity for ample learning & growth. It offers
avenues to work across the globe along side the finest minds. The Company 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

Opportunities
The global spread of Ranbaxy and the blazing growth in business provides ample
opportunities for our employees to build careers in various fields. Opportunities
have never been a constraint for the deserving. We believe in employee growth
that goes beyond vertical movements and change in designations. Potential and
performance are the pillars of career progression at Ranbaxy. A robust
development process supports this.
Our 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.

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Salary and Benefits
Salaries 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.
Group Life Insurance, Medical Insurance and Pension plans are a few examples of
the benefits we provide to our employees and their dependents with adequate
financial protection on long term basis.
Stock Ownership

The ownership in business is fundamental to personal progression, we encourage

you to take ownership of your investments.

Stock 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 slip!

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 CORPORATE PROFILE OF RANBAXY

Board of Directors

Dr.Tsutomu Une
Chairman Non Executive and Non independent Director
Mr.Atul Sobti
CEO and managing Director

Mr.Takashi Soda
Non Executive Director

Mr.Rajesh V. Shah
Independent Director

Executive Team

Mr. Atul Sobti

Chief Executive Officer & Managing Director

Mr. Ramesh L. Adige

President, Corporate Affairs & Global Corporate Communications

Mr. Dipak Chattaraj

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President, Corporate Development & Strategy

Dr. Sudarshan K. Arora

President, R&D (Generics, NDDS & Drug Development)

Mr. Omesh Sethi

Chief Financial Officer

Mr. Arun Sawhney

President, API GBU, Global Manufacturing & Supply Chain

Mr. Bhagwat Yagnik

Head – Global Human Resources

Mr. David Briskman

Chief Information Officer

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 DIFFERENT PROMOTIOANL TOOLS

Promotional mix
It is helpful to define the five main elements of the promotional mix before
considering their strengths and weakness
Advertising
Advertising is any paid form of non personal communication of ideas and products
in the ‘prime media’ i.e. television, newspaper, magazines, billboard posters,
radio, cinema etc. Advertising is intended to persuade and to inform.
Direct marketing
Direct marketing creates direct relationship between customer and the business on
an individual basis.
Personal selling
Personal selling refers to oral communication with potential buyers of a product
with the intention of making of sale.
Sales promotion
Sales promotion refers to the provision of incentives to customer or the
distribution channel to stimulate demand for a product.
Public relation
Public 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.

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 PHARMACEUTICALS MARKETING IN RANBAXY

Pharmaceutical marketing is the business of advertising or otherwise promoting

the sale of pharmaceuticals or drugs.

Mass 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. This 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.

The marketing of medication has a long history. The sale of miracle cures, many
with little real potency, has always been common. Marketing of legitimate non-
prescription medications, such as pain relievers or allergy medicine, has also long
been practiced. Mass 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. This 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.

Direct and indirect marketing to health care providers

Physicians are perhaps the most important component in pharmaceutical sales.

They 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. Historically,
this was done by a large pharmaceutical sales force. A medium-sized
pharmaceutical company might have a sales force of 1000 representatives. The
largest companies have tens of thousands of representatives around the world.
Sales representatives called upon physicians regularly, providing information and
free drug samples to the physicians.
This is still the approach today; however, economic pressures on the industry are
causing pharmaceutical companies to rethink the traditional sales process to
physicians.
More recently, the Partners Healthcare, Massachusetts' largest hospital and
physician network, will adopt new guidelines prohibiting physicians and
researchers from accepting gifts from pharmaceutical manufacturers. This will
include meals or individual drug samples, and also drug samples left by companies
will be distributed through a centralized system, while educational programs and
fellowships will also be required to be centrally reviewed and approved.
Pharmaceutical companies are developing processes to influence the people who
influence the physicians. There 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. There are also web based instruments that can be used to
determine the influencers and buying motives of physicians.
There are a number of firms that specialize in data and analytics for
pharmaceutical marketing.

Individual research

Physicians discover pharmaceutical information from such sources as

the Physician's Desk Reference and online sources such as PDR.net, as well as via
PDAs with applications.

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They also rely upon pharmaceutical-branded e-detailing sites, pharmaceutical sales
and non-sales representatives, and scholarly literature. Scholarly 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.

Peer influence
 Key opinion leaders
Key opinion leaders (KOL), or "thought leaders", are respected individuals, such
as prominent medical school faculty, who influence physicians through their
professional status. Pharmaceutical companies generally engage key opinion
leaders early in the drug development process to provide advocacy and key
marketing feedback.Some pharmaceutical companies identify key opinion leaders
through direct inquiry of physicians (primary research).
 Colleagues
Physicians acquire information through informal contacts with their colleagues,
including social events, professional affiliations, common hospital affiliations, and
common medical school affiliations. Some pharmaceutical companies identify
influential colleagues through commercially available prescription writing and
patient level data.Doctor dinner meetings are an effective way for physicians to
acquire educational information from respected peers. These meetings are
sponsored by some pharmaceutical companies.

Direct physician contact with pharmaceutical sales representatives

A pharmaceutical representative will often try to see a given physician every few
weeks. Representatives often have a call list of about 200 physicians with 120
targets that should be visited in 1-2 week cycles.

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Because of the large size of the pharmaceutical sales force, the organization,
management, and measurement of effectiveness of the sales force are significant
business challenges. Management tasks are usually broken down into the areas of
physician targeting, sales force size and structure, sales force optimization, call
planning, and sales forces effectiveness.

A few pharmaceutical companies have realized that training sales representatives

on high science alone is not enough, especially when most products are similar in
quality. Thus, training sales representatives on relationship selling techniques in
addition to medical science and product knowledge, can make a difference in sales
force effectiveness. Specialist physicians are relying more and more on specialty
sales reps for product information, because they are more knowledgeable than
primary care reps.

Physician targeting

Marketers attempt to identify the universe of physicians most likely to prescribe a

given drug. Historically, this was done by measuring the number of total
prescriptions (TRx) and new prescriptions (NRx) per week that each physician
writes. This information is collected by commercial vendors. The physicians are
then "deciled" into ten groups based on their writing patterns. Higher deciles are
more aggressively targeted. Some pharmaceutical companies use additional
information such as:

 profitability of a prescription (script),accessibility of the physician,

 tendency of the physician to use the pharmaceutical company's drugs,
 effect of managed care formularies on the ability of the physician to prescribe a
drug,

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 the adoption sequence 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.
Data for drugs prescribed in a hospital are not usually available at the physician
level. Advanced analytic techniques 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 specialize in delineating which
characteristics of true opinion leadership, a physician does or does not possess.
Such analyses can help guide marketers in how to optimize KOL 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

Marketers must decide on the appropriate size of a sales force needed to sell a
particular portfolio of drugs to the target universe. Design the optimal reach (how
many physicians to see) and frequency (how often to see them) for each individual
physician. Decide 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.

Direct marketing to patients

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Recent years have seen an increase in mass media advertisements for
pharmaceuticals. Expenditures on direct-to-consumer (DTC pharmaceutical
advertising) have more than quintupled in the last seven years since the FDA
changed the guidelines.

PHARMA MARKETING AND ITS CHALLENGES

While 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 . Essentially, the end-user (patient)
consumes a product and pays the cost .

Use 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. Typically, sales force expense comprises an estimated 15 percent
to 20 percent of annual product revenues, the largest line item on the balance
sheet. Despite this other expense, the industry is still plagued with some very
serious strategic and operational level issues.
From organizational perspective the most prominent performance related issues
are
Enlisted below:

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 ➢ Increased competition and unethical practices adopted by some of the
propaganda base companies.

➢ Low level of customer knowledge (Doctors, Retailers, Wholesalers).

➢ Poor customer (both external & internal) acquisition, development and

retention strategies

➢ Varying customer perception.

➢ The number and the quality of medical representatives

➢ Very high territory development costs.

➢ High training and re-training costs of sales personnel.

➢ Very high attrition rate of the sales personnel.

➢ Busy doctors giving less time for sales calls.

➢ Poor territory knowledge in terms of business value at medical

representative level .

➢ Unknown value of revenue from each retailer in the territory

➢ Absence of ideal mechanism of sales forecasting from field sales level,

leading to huge deviations

Patents
Patents are a vital aspect of the global pharma industry. Patent protection is
essential to spur basic R&D and make it commercially viable. But, only the
developed nations endorse product patents. Most third world countries have patent
laws but enforcement is totally lax.

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New Drug Approval (NDA)
Prior to launching its products in any country, a pharma company undertakes
patent registration to protect its own interests. To protect the interests of the
consumers, it is necessary that the product be approved by the drug authorities in
that country. Mostly the process for seeking approval is initiated alongside the
patent registration process.

WTO
Due to pressure from the developed countries, across the world uniformity in
patent laws is being implemented under WTO (World Trade Organization - earlier
GATT i.e. General Agreement on Tariffs & Trade). Presently, different countries
have different patent types and life period. WTO has decided upon a product
patent life of 20 years in all countries.

RESEARCH & DEVELOPMENT (R&D)

The pharmaceutical industry is characterized by heavy R&D expenditure. It is
only the large pharmaceutical companies who can allocate significant resources
for R&D to introduce new products. As the products are an outcome of significant
R&D expenditures incurred by these companies, they have their products patented.
The patent allows the companies concerned to wield immense pricing power for
their new products.

THE COMPETITION

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The level of competition on day to day basis in very high in Acute
segment however the degree of competition in not as much as high in Chronic
therapy 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. While 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.

RANBAXY BUSINESS STRATEGY

What’s the secret behind successes? For one, the company operates in niche
formulations (chronic) segments such as psychiatry, cardiovascular,
gastroenterology and neurology.
While most of the top Indian companies have focused on antibiotics and anti–
invectives (acute), Pharma focused on therapeutic areas such as depression,
hypertension and cancer. The company has introduced the entire range of products
and has gained leadership position in each of these areas. Being a specialty
company insulates Sun
Pharma from the industry growth. The first quarter results for FY02 explain this to
some extent. While the industry was affected to a large extent by a slowdown in
the domestic formulations market, Pharma logged a growth of 26% in revenues.

The bases of marketing strategies can be best described in these two

models in both acute and chronic segments:

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Super Core Model
Involving the search for, and distribution of a small number of drugs
from Therapy Chronic Area that achieve substantial global sales. The 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. Total revenues are highly dependant on sales from a
small number of drugs.
This model incorporates highly specialized approach in all the manner . Initially
the competition is seems more at entry level but since growth is stable and more in
this area;
Every company is striving very hard to enter in this area. The major strategy in
this model involves right focus to highly specialized customer by well trained
team.

Core Model
In which a larger number of drugs from Acute Threapy Area are marketed to big
diversified markets. The advantage of this model is that its success is not
dependant on sales of a small number of drugs. Here presenting a large number of
product and taking the advantage of opportunity cost is one of the important
strategy Other strategy includes daily reminders to cross the perceptual filter and
get the brand name in to the sub-conscious state of mind.

SALES PROMOTION ACTIVITY THROUGH MEDICAL

REPRESENTITIVE

Job description

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Medical sales representatives are a key link between medical and pharmaceutical
companies and healthcare professionals. They 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.
Based in a specific geographical location, and usually specializing in a particular
product or medical area, medical sales representatives try to ensure clients are
aware of, buy and subsequently use their company's products. They may also
make presentations and organize group events for healthcare professionals, as well
as working with contacts on a one-to-one basis.

Typical work activities

In particular, typical work activities include:

 Arranging appointments with doctors, pharmacists and hospital medical teams,
which may include pre-arranged appointments or regular 'cold' calling;

 Making presentations to doctors, practice staff and nurses in GP surgeries,

hospital doctors, and pharmacists in the retail sector. Presentations may take
place in medical settings during the day or may be conducted in the evenings
at a local hotel or conference venue;

 organizing 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;

 Planning work schedules and weekly and monthly timetables. This may
involve working with the area sales team or discussing future targets with the
area sales manager. Generally, medical sales executives have their own
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 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 competitors' 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;

 Working with team managers to plan how to approach contacts and creating
effective business plans for making sales in a particular area.

CHAPTER- 2
SWOT ANALYSIS
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 SWOT ANALYSIS

STRENGTHS:

➢ Low cost of production.

➢ Large pool of installed capacities

➢ Efficient technologies for large number of Generics.

➢ Large pool of skilled technical manpower.

➢ Increasing liberalization of government policies.

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WEAKNESS:

➢ Fragmentation of installed capacities.

➢ Low technology level of Capital Goods of this section.

➢ Non-availability of major intermediaries for bulk drugs.

➢ Lack of experience to exploit efficiently the new patent regime.

➢ Very low key R&D.

➢ Low share of India in World Pharmaceutical Production

➢ Very low level of Biotechnology in India and also for New Drug Discovery
Systems.

➢ Lack of experience in International Trade.

➢ Low level of strategic planning for future and also for technology
forecasting.

OPPORTUNITY:

➢ Aging of the world population.

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 ➢ Growing incomes.

➢ Growing attention for health.

➢ New diagnoses and new social diseases.

➢ Spreading prophylactic approaches.

➢ Saturation point of market is far away.

➢ New therapy approaches.

➢ New delivery systems.

➢ Spreading attitude for soft medication (OTC drugs).

➢ Spreading use of Generic Drugs.

➢ Globalization

➢ Easier international trading.

➢ New markets are opening.

THREATS:

➢ Containment of rising health-care cost.

➢ High Cost of discovering new products and fewer discoveries.

➢ Stricter registration procedures.

➢ High entry cost in newer markets.

➢ High cost of sales and marketing.

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➢ Competition, particularly from generic products.

➢ More potential new drugs and more efficient therapies.

➢ Switching over form process patent to product patent.

CHAPTER- 3
MISSION AND VISION
STATEMENT
47 | P a g e
 MISSION AND VISION STATEMENT OF RANBAXY LAB.

MISSION:

“To become a research based international pharmaceutical company”.

VISION:

➢ Achieving customer satisfaction is fundamental to our business.

➢ Provide product and service of the highest quality.

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➢ Practice dignity and equity in relationship and provide opportunity for
people to realize their potential.

➢ Foster mutually beneficial relation, with all our business partner.

➢ Manage our operation with high concern for strategy and environment.

➢ Be a responsible corporate citizen.

VISION2012:

“Achieve significant business in proprietary prescription product by 2012 a

strong presence in developed market”.

ASPIRATIONS 2012:

➢ Aspire to be a $5bn company.

➢ Become a top global generic player.

➢ Significant income from proprietary product.

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CHAPTER- 4
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 PRODUCT PROFILE

DETAILS OF RANITIDINE-150mg MOLECULE

Structure of Ranitidine hydrochloride:

Ranitidine Hydrochloride- C13H22N4O3S.HCl

Composition:
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 RANITIDINE 150 mg: Each tablet contains ranitidine hydrochloride
equivalent to 150 mg ranitidine.

Pharmacological Action:

Ranitidine hydrochloride is a histamine H2-receptor antagonist that

inhibits stomach acid production. It is commonly used in treatment of peptic
ulcer disease (PUD) and gastro esophageal reflux disease (GERD).
Ranitidine is also used alongside antihistamines for the treatment of skin
conditions such as hives.

Indications:

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.
To minimize the consequences of acids-aspiration syndrome during anesthesia,
ranitidine is used as premedication to reduce volume and acid content of gastric
secretion.

Doses and Direction for Use:

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 ➢ Peptic ulceration: Usual dosage is 150 mg twice daily, taken in the morning
and before retiring.

➢ Reflux-oesophagitis: Treatment for 8 up to 12 weeks with RANITIDINE

150 mg twice daily.

➢ Maintenance treatment: Patients, particularly those with a history of a

recurrent ulcer, should be advised to take 150 mg at bedtime.

➢ Anesthesia: 300 mg RANITIDINE given 2 hours before induction, in order

to reduce the volume and acid content of gastric secretion, will minimize the
consequences of the acid aspiration syndrome.

Side -Effects:
Headache, lethargy, diarrhea, constipation, nausea, vomiting, and skin rash such
kind of Side-effects arise.

HISTAC

‘HISTAC’ is a product name of Ranbaxy Brand which is made up from

‘Ranitidine-150mg’ molecule

COMPETITORS OF HISTAC tab.

 ZINETAC------------GSK

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 ULTAC-------------- CIPLA
 ULFAST-------------SUN Pharma.
 INTAC---------------DWD
 PEPLOC-------------ZYDUS CADILA
 MANOTAC---------MANO
 R-LOC---------------ZYDUS ALIDAC
 RENITAB----------MAICROLAB
 ULCITAB----------THEMIS
 ZORAN------------DR.REDDY
 ZOMOTAC-------EMCURE
 RANTAC---------J.B.CHEMECALS

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 CHAPTER- 5
RESEARCH METHODOLOGY

RESEARCH METHEDOLOGY

Sample size: 20 Doctors of different age group situated in different parts of

Nagpur city.
Objective: major objective of the study was

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 ➢ To study the culture of Ranbaxy Lab.

➢ To study the competitors of ‘Histac’ in pharma market

Types of Research
Data source:
Primary data was used to for the analysis and drawing conclusion.
Secondary data was used for the study of overall pharma market.

Research Instrument:
A questionnaire containing a set of questions was presented to the Doctors for
their answering.

Contact method:
All the respondents were personally interviewed.

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 CHAPTER -6
ANALYSIS

ANAYLSIS

1. OPINION OF DOCTORS TOWARDS RANBAXY

PRODUCTS QUALITY

Good Best Poor Bad

28% 72% 0% 0%
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58 | P a g e
2.SELECTION POSSIBILITY OF ANTIULCERANT DRUG FOR
THE ACIDITY DIESESE PATIENTS

HISTAC ZINETAC RANTAC ULTAC

37% 35% 32% 28%

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 CHAPTER- 7
ABOUT RANBAXY

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 RANABXY PRODUCTS DOING WELL IN MARKET

Top 20 Molecules

➢ Simvastatin

➢ AmoxiClav Potassium

➢ Isotretinoin

➢ Amoxycillin and Combinations

➢ Ciprofloxacin and Combinations

➢ Ketorolac Tromethamine

➢ Omeprazole and Combinations

➢ Cefuroxime Axetil

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➢ Cephalexin

➢ Loratadine and Combinations

➢ Clarithromycin

➢ Ginseng+Vitamins

➢ Diclofenac and Combinations

➢ Ranitidine

➢ Cefaclor

➢ Cefpodoxime Proxetil

➢ Efavirenz

➢ Atorvastatin and Combinations

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 ➢ Fenofibrate

➢ Ofloxacin and Combinations

TOP COMPETITORS OF RANBAXY IN PHARMA MARKET

➢ Cipla Ltd.

➢ Dr. Reddy'S Laboratories Ltd

➢ Nicholas Piramal India Ltd.

➢ Glaxosmithkline Pharmaceuticals Ltd

➢ Cadila Healthcare Ltd.

➢ Pfizer Ltd.

➢ Sun Pharmaceutical Inds. Ltd

➢ Wockhardt Ltd

➢ Aventis Pharma Ltd

➢ Biocon Ltd

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 CHAPTER-8
FINDINGS AND CONCLUSION

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 FINDINGS

➢ Indian companies are putting their act together to tap their retail generic
market in the regulated high margin markets of the developed countries.Due
to size the US 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 .The other important ingredients in
marketing/ distribution.

➢ Ranbaxy holds its streingths in Active pharma Ingredients (API’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, Canada ,germany, UK,USA ,many more

➢ From above diagrammatic representation it is found that opinion

of Doctors towards Ranbaxy, Good are 28% and Best is 72%

➢ Selection possibility of antiulcerant drug for acidity patients all

about nearer to same

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 Histac- 37%
Zinetac- 35%
Ranatac- 32%
Ultac- 28%

CONCLUSION
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 SKU’s and
service in a superior way.

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 CHAPTER- 9
BIBLIOGRAPHY

Bibliography

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➢ A Textbook of Marketing management
➢ A Textbook of Marketing communication

➢ 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
QUESTIONNAIRE

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 ANNEXURE (QUESTIONNAIRE)

NAME:

AGE:

GENDER:

YEAR OF EXPERIENCE:

Q1-How many patients do you treat in a single day?

1) 1-10, 2) 11-20, 3) 21-30, 4) 31-40

Q2-What is your opinion about Ranbaxy Products quality?

1) Good 2) Best 3) Poor 4) Bad

Q3-How many Ulcer Disease patients do you treat in a single day?

1) 1-10, 2) 11-20, 3) 21-30, 4) 31-40

Q4-Mostly following which kind of drug does preferring for ulcer disease patient?

1) Histac 2) Zinetac 3)Rantac 4)Ultac

Q5-What is your view about effect of Histac Tab.?

1) Good 2) Best 3) Average 4) Poor

70 | P a g e
6) Is Ranbaxy providing you free samples of new medicinal products?

1) Yes 2) No

7) Are there hazardous effects of Histac Tab.?

1) Yes 2) No

CHAPTER- 11
GLOSSARY

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 GLOSSARY

Advertising. Any form of marketing communication in the paid media.

Agent. A channel institution which represents one or more suppliers for a fee
considerations.
Budget. An amount of money set aside to cover the total cost of a communication
campaign or other marketing activity.
Comparative advantage. One country enjoying a lower production ratio (input
to outputs) than another country under total specialization.
Competition. A product, organization 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.
Competitive strategy. The adoption of a specific target market and marketing
mix stance in the market place.
Cooperative. A collection of organizations or individuals, pooling their resources
in order to gain commercial or non-commercial advantage in buying, selling or
processing goods and/or services.
Culture. The sum total of learned behavioral characteristics or traits which are
manifest and shared by members of a particular society.
Distribution channel. An institution through which goods or services are
marketed giving time and place utilities to users.
.Exporting. The marketing of surplus goods produced in one country into another
country.

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General Agreement on Tariffs and Trade (GATT). An institutional framework
producing a set of rules and principles with the intention of liberalizing trade
Generic Drugs. A generic drug (generic drugs, short: generics) is a drug which is
produced and distributed without patent protection. The generic drug may still
have a patent on the formulation but not on the active ingredient.
Global environment. All semi or uncontrollable factors which a marketer has to
account for in carrying out global operations.
Global marketing. Marketing on a worldwide scale reconciling or taking
commercial advantage of global operational differences, similarities and
opportunities in order to meet global objectives.
.International products. Goods or services seen as having extended potential
into other markets.
Joint ventures. An enterprise in which two or more investors share ownership
and control over property rights and operations.
Licensing. 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.
Local products. Goods or services seen only suitable in one single market.
Market entry. The way in which an organization enters foreign markets either by
direct or indirect export or production in a foreign country.
Market positioning. The adoption of a specific market stance, either leader,
challenger, follower, flanker or adopter, vis a vis competition.
Marketing. Planning, 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.
Media. Any paid for communication channel including television, radio, posters
etc..
Multinational products. Goods or services adapted to the perceived unique
characteristics of national markets.
Over The Counter Drug. It is also known as medication drugs. These can be
purchased without prescription.

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Physical distribution. The act and functions of physically distributing goods and
services including the elements of transport, warehousing and order processing.
Prescription Drugs. These have to be prescribed or administered by healthcare
professionals
Primary data. Unpublished data from individuals or organizations.
Product organization. A form of international organizational structure whereby
executives in functional areas are given global responsibility.
Product strategy. A set of decisions regarding alternatives to the target market
and the marketing mix given a set of market conditions.
Product. A good or service offered by an organization which affords a bundle of
benefits both objective (physical) and subjective (image) to a user.
Promotion. The offer of an inducement to purchase, over and above the intrinsic
value or price of a good service.
Retailer. 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.
Secondary data. Published accessible data from a variety of sources.
Self reference criterion. Perceptual distortion brought about by an individual's
own cultural experience.
Tariff. An instrument of terms of access normally the imposition of a single or
multiple excise rates on a imported good.
Wholesaler. A channel institution which purchases and sells in bulk from either
original suppliers and/or other channel intermediaries, charging a margin for its
services.

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 CHAPTER- 12
ABBREVIATIONS

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 ABBREVIATIONS

NCE- New Chemical Entities

QA- Quality assurance
PV- Pharmacovigilance
PDR -Physician's Desk Reference
KOL- Key opinion leaders
DTC-direct-to-consumer
PUD- peptic ulcer disease
GERD-gastro esophagel reflux disease

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