#Focussing on your #strengths to #Grow

Growth is the ultimate test of business vitality, yet questions about it haunt business leaders. How much will we grow this year, and beyond? How much growth do we need? What kind of growth do we need? How should we balance revenue growth against margin improvement? How far afield from our current business should we look for new customers? Once we know where we want to be, how do we get there?

The best recipe for sustained, profitable growth is simple in its basic concept. It requires a capabilities-driven approach — making the most of what you already do well — that goes well beyond traditional market-back approaches, which try to deliver whatever the outside world seems to need.

It is also devilishly difficult in its details, because it assumes you will use any means at your disposal to achieve your goal. There need be no trade-off between current markets and adjacent markets, or between organic methods (such as marketing and innovation) and inorganic methods (such as mergers and acquisitions). You can and should blend all of these, ideally in a dynamic and fast-paced way, as long as they are aligned with the proficiency and advantages you already have.

Thus, before you pursue growth directly, you should have in place the three elements of a clearly defined, coherent strategy: (1) a value proposition that resonates with customers, supported by (2) a system of distinctive capabilities, combined in a way that competitors can’t match, with (3) a portfolio of products and services that are all aligned to the first two elements. You must also be able to deliver on that value proposition, translating concept into competitive position with a viable, sustainable business model that generates profits and cash flow.

You can grow profitably and sustainably only from a position of strength. If your enterprise is struggling to maintain its economic lifelines, then foundational work on strategy, organization, cost optimization, or other factors is needed before any new growth strategy can succeed. Companies that enter new businesses to escape a weak position generally become weaker still, because they move into markets where they lack the capabilities needed to succeed.

Companies that enter new businesses to escape from a weak position generally become weaker still.

Typewriter maker Smith Corona, for example, understood the needs of students and self-employed typists better than anyone else; this helped the company develop a successful line of word-processing computers in the 1980s. But the company couldn’t sustain that business, because its efforts to expand into office supply distribution, kitchen appliances, daisy-wheel printers, and paints had left it without the resources to compete against other types of personal computers. Blockbuster Video sought to protect itself from disruption in the early 2000s by buying Circuit City — an effort to create synergy from two weakened businesses without a clear logic for creating value together.

Let’s say you have that position of strength to start from: a capabilities-driven strategy and the wherewithal to exploit it. From there, you can chart a course toward sustainable and profitable expansion by combining four approaches to growth:

1. In-market leverage: seeking out new growth opportunities among your existing customers in your core market as currently defined.

2. Near-market expansion: pursuing opportunities in unfamiliar sectors or with new products. This approach is also known as expansion through adjacencies.

3. Disruptive growth: responding to dramatic change with entirely new business models and capabilities if and as appropriate. Though important at times, this is rarer than many businesspeople think and should be undertaken only if you have a clear idea of how to link your existing capabilities system to the new one you will need.

4. Capability development: building distinctive organizational proficiency in a way that supports the other three forms of growth. This can be accomplished through a variety of means, including M&A, innovation, and operations improvements.

All four of these topics may seem familiar; they have been discussed over the years at most companies. But the linkages among them are often overlooked. By strengthening those linkages, your company can enter into a cycle of ongoing self-renewal. Most companies exhibiting consistent long-term growth — Amazon, Apple, Danaher, Disney, General Electric, Hyundai, Nike, Novo Nordisk, Oracle, Starbucks, and Walmart among them — have followed and continue to follow this path.

Headroom for Growth

Companies frequently overlook the growth opportunities that are right in front of them. Sometimes they are tempted by attractive-looking opportunities in other markets, or lured by the idea of diversification into other businesses. Sometimes, they simply haven’t spent enough time trying to imagine how their approach in an existing market could be changed to unlock additional growth. The answer lies in finding headroom: potential new business in an existing market.

The headroom for in-market leverage is the customer revenue a company could have beyond its current business, minus that which it is unlikely to get. For example, some fast-food restaurant chains have increased their revenues by selling premium coffee, espresso, and other specialty drinks to their regular breakfast or lunch customers, rather than ceding that business to Starbucks or Dunkin’ Donuts. Their headroom is the total potential premium coffee drink sales, minus the revenue from people who are unlikely to switch to them. Meanwhile, coffee retailers have added more meals to build headroom at the expense of the fast-food chains. Two food and drink businesses that were originally very different have thus evolved into competitors.

Similarly, some cable and telecommunications companies are finding headroom in their current customer base. They are shifting from being TV or telephone service providers to becoming comprehensive sources of digital, information, and value-added services (by offering home control systems, for example). Their investments in broadband lines, stretching into customers’ homes and offices, and their monthly interactions with a broad consumer base (developed over years of being regulated monopolies) give them a platform for this in-market leverage that is very hard for other companies to compete with. To be sure, these new businesses require strong capabilities in customer acquisition and service, in an industry that has often been accused of ignoring consumer complaints. But some cable and telecom providers, such as AT&T, Verizon, and Cox Communications, are now developing these capabilities to help them enter new lines of business.

Determining the size of your headroom in existing markets is a three-step process. First, find gaps between what other companies in the market offer and what customers need, and devise a way to close those “needs–offer” gaps with new or better offers. Second, identify the factors (such as features, incentives, or messaging) that would lead customers to switch to your new product or service. Finally, redeploy, leverage, and improve your capabilities — or, in some cases, add new ones — to close the gap and propel your customers to switch.

Needs–offer gaps can be found in any market. Enormous opportunities for in-market leverage are often hiding in plain sight, accessible to those who can look with fresh eyes at existing customers. One large pharmaceutical company expanded sales by identifying patients who were not taking their medications as frequently as prescribed, and then encouraging them to do so. Video game producers sell additional apps or special in-game bonuses to customers already playing their games. Manufacturers have successfully targeted customers who want more quality at an affordable price (such as those who seek out reviews of more durable appliances), or who want access to features currently available only to top-tier customers (such as smartphone purchasers seeking better-quality built-in cameras). Regional banks have offered customers access to credit with more engagement than global financial institutions could offer.

The levers available to close a needs–offer gap include adding or redeploying capabilities. For example, in retail, making incremental improvements in assortment and packaging, increasing access via a new distribution channel, or simply upgrading the customer experience in a way that outpaces competitors’ offerings. Amazon’s Prime membership is a good example. It doesn’t change any of the products Amazon sells, but it offers free two-day shipping on all purchases in return for an annual fixed fee, further leveraging Amazon’s distinctive supply chain capabilities.

Near-Market Opportunities

When companies think about growth, they often start by looking for “adjacencies” (new nearby markets to enter) that stand out primarily for their market potential. But by rushing to the most seemingly attractive opportunities — the places with hot new technologies or burgeoning consumer populations — they risk diversifying past the point of no return, just as Blockbuster and Smith Corona did. But those high-growth opportunities have probably risen up in response to another company’s successful capabilities play, which will be very hard for another company to compete against.

A better approach is to look for opportunities where you can leverage your own distinctive capabilities, find new customers for your existing products or services, or apply your strengths to new offerings. Begin with a thorough assessment of your own capabilities and their relevance for near-market opportunities. A capability is relevant because either it creates a distinctive economic advantage, such as eliminating costs, or it creates a customer-acquisition advantage, helping you capture prospective purchasers. If you don’t see that direct relevance, be cautious. Some apparent advantages, such as the ability to offer customers a single bundled source for purchases used together, won’t necessarily create real synergies. Summer barbecues may involve the purchase of grills, food, and charcoal briquettes or propane, but it’s hard to imagine a manufacturer in one of these sectors expanding successfully to the others, because of the disparate capabilities required for them.

In your assessment, give yourself credit for non-obvious strengths that will help you grow. For example, you may have overlooked capabilities you can apply in your operations infrastructure — your sales force, financial back office, or IT system — or your customer insights and logistics network. American Express had exactly this type of asset in its loyalty program, which it originally built to enhance its core business, and then extended into a platform that enabled other companies to offer similar services.

When you seek growth in near markets, be wary of stretching your capabilities system so far that the linkage breaks, and your current business model doesn’t apply the way you hoped it would. Leading companies in the chemicals industry, for example, traditionally expanded by leveraging the production system they already had in place. This reduced the costs of both product streams. However, this approach led commodity chemicals companies to enter specialty businesses, whose customers demanded custom manufacturing, hands-on service, and rapid-response design that they couldn’t easily deliver. They had crossed a capability boundary, as we call it, in which the old capabilities no longer provided economic or customer acquisition advantages. As a result, over time the industry has specialized, evolving away from multicompetency conglomerates. Some companies returned to commodities while others migrated to a focus on agricultural products or specialty chemicals.

Capability boundaries also often arise when companies seek geographic expansion. For example, consumer product and retail companies moving from Europe or the U.S. to emerging markets such as India must adapt to radically different requirements and build new types of relationships. Retailers may have to modify store formats, assortments, logistics approaches, and brand positioning for local markets — sometimes to the point where their capabilities system may not easily stretch to accommodate distant locations or cultures, and still take advantage of the same value propositions and capabilities systems that make them successful at home.

In general, you should cross capability boundaries consciously and cautiously. The secret to successful near-market expansion is balancing creativity in how you extend your capabilities with a judicious view of when you are overstretching. Companies that use traditional adjacency definitions or ignore capability boundaries can easily find themselves in an adjacency trap. One famous example involved Sears Roebuck’s acquisition of the brokerage house Dean Witter Reynolds in 1981. This proved that customers didn’t necessarily want to “buy their stocks where they buy their socks,” as one critic put it. In some industries, companies are choosing to cross capability boundaries to survive. For example, as shown in Exhibit 1, convergence among the computer, telecommunications, and entertainment industries is forcing companies to expand their business definitions. Each company carves out its own path: Thus, Google and Netflix are moving from their established software businesses to generate digital television content, whereas other companies such as Apple and Microsoft have resisted the temptation to cross that capability boundary.

Disruption vs. Evolution

A casual look at the business media would suggest that disruption is everywhere, but disruption has become one of the most overused words in the business lexicon. Too often, a rapid, innovative evolutionary change in an industry is confused with disruption. Knowing the difference has significant implications for your growth strategy, capabilities system, and business model.

Most industries evolve continuously, through technological change, business model innovation, and improvements in everyday practices. Evolution affects companies and their customers — lowering costs, creating new needs–offer gaps, and enhancing products or customer experiences. Even breakthrough innovations, which deliver a step change in costs and benefits but do not require fundamental changes in capabilities systems, are not necessarily disruptions.

True industry disruptions are rare. They happen when a technological or business model innovation thoroughly changes or obliterates existing business models and their associated capabilities systems. Disruptions create situations in which every company has to reexamine its capability boundaries, or risk losing its livelihood.

In the music business, the introduction of the compact disc in the early 1980s was a breakthrough innovation that led widespread evolutionary changes throughout the industry. But it was not disruption; it did not fundamentally change the prevalent talent development, promotion, and physical distribution–based business model. Most of the companies that were prominent before the compact disc held on to their positions and practices after it was introduced.

The introduction of digital music files in the mid-1990s, on the other hand, was disruptive. (See “The Portable Music Saga”.) It utterly changed business models, capabilities systems, and supplier–buyer relationships throughout the industry. Internet-enabled innovations have driven many similar disruptions, in businesses as varied as book retailing, journalism, and on-demand dispatch and use of taxis and limousines.

The Portable Music Saga

In-market, near-market, and disruptive growth opportunities often happen in the same market over time. One of the most compelling examples is the market for portable recorded music and sound over the past 50 years.

It started in the 1950s at the dawn of rock-and-roll music, when teenagers desperately wanted music that they could take with them to their rooms and to parties. They carted around portable record players and boxes of vinyl 45 or 33 RPM discs. When the cost of the transistor fell in the mid-1950s, Texas Instruments and Sony capitalized on this needs–offer gap by offering radios that could be easily carried and mounted in automobiles. This manufactured product also helped build the market for recorded music, in the form of vinyl record albums that people could play at home.

But recorded music and the convenience of portability did not exist in a single package, and thus a further needs–offer gap existed. In 1979, Sony showed that it had found a cycle of continuous renewal when it filled that gap with the introduction of the Walkman, a compact device for playing cassette tapes through miniaturized headphones. This dramatic new play for headroom led the category for many years. Sony’s capabilities in designing and marketing small radios served it extremely well in the world of small audio, even after compact discs supplanted cassettes.

Sony faltered in the late 1990s, when its capabilities system, based on consumer devices, was upended. The shift to digital music file formats, such as MP3, required capabilities in computers and software. Downloadable music files had a clear advantage over compact discs in convenience, selection, and price. By 2001 there were 50 different portable MP3 players for sale on the U.S. market. None of them, however, quite fit the bill. Device interfaces were kludgy, downloading and managing music files could be haphazard and difficult, and online platforms could be quirky and unreliable. Some were downright sketchy (remember Napster?).

Enter Apple. This was one of the very few companies with capabilities in user-friendly product and interface design, technological integration, stylish fashion-forward marketing, and the coordination of creative media (which, along with Steve Jobs’s personal star power and friendships with musicians, helped it negotiate with record labels in the extremely insular music industry).

Apple was thus well positioned to make a dramatically successful near-market move; the iPod hit the market in 2001, at first for Macintosh users only, and was soon outselling its competitors. The company didn’t stop there: It pursued headroom within that territory, by opening the iTunes online music store, enabling consumers to buy and manage digital music simply and reliably and syncing with Windows-based computers as well as its own.

With these innovations, Apple filled a needs–offer gap that few other companies saw: It provided a reliable, standardized system that made purchasing, keeping, and listening to music relatively easy. By 2008, Apple had claimed nearly 50 percent of the market for music players. Its nearest competitor’s share was in the single digits. Adding video, games, publishing, and lifestyle apps, along with the iPhone, represented a series of natural in-market growth moves. For the next five years, Apple had a virtual lock on its customers; they were unwilling to switch because of the compelling nature of the company’s seamless offering.

Since 2013, however, a new needs–offer gap has been identified: Streaming media is even more convenient and less expensive than downloads. The online radio service Pandora was the first to fill this gap, and others are rushing to compete: Amazon with a near-market move, and Spotify and Netflix as new entrants. Apple pursued an in-market move with its Apple Music service, introduced in 2015. Apple Music builds on the acquisition of Beats, a startup founded by music industry veterans, which improved Apple’s capabilities for curating and enhancing audio and video content. This new needs–offer gap is still only partly understood, and it’s not clear which companies will be favored. But it is likely that the headroom is not yet exhausted and further needs–offer gaps will be discovered in the audio–video market as technology continues to evolve.

The impact of biotechnology on pharmaceuticals and agricultural chemicals is another good example of the difference between evolutionary and disruptive innovation. Advances in biotech have provided major innovations in pharmaceuticals since the 1980s, enabling life science companies to develop entirely new kinds of genetically engineered drugs for treating diseases such as diabetes and cancer. However valuable these innovations have been, they simply provide another way of introducing molecules into the established regulatory, commercial, selling, support, and reimbursement systems. No major changes in the business models or capabilities systems have been required, at least so far. (Personalized medicines may turn out to be more disruptive.)

In agricultural chemicals, however, biotech has been disruptive. The advent of genetically modified plant cells completely changed the roles that seeds and chemicals played throughout the industry’s value chain. Companies that provided genomics had to extend themselves upstream, downstream, and horizontally. Companies that provided agricultural chemicals had to integrate upstream into seeds, and to combine or partner with downstream companies in the processing and delivery chain. In some cases, agricultural companies had to create new brands at the end-user level to capture the value of their innovations.

Companies can respond to evolution and even step-change innovation by improving, and in some cases by adding to, their capabilities systems. But to respond to a true disruption, companies often need to intentionally cross capability boundaries, adding entirely new capabilities to survive. The Lowe’s hardware chain did this successfully in the 1990s. Traditionally, Lowe’s sold construction materials, mainly to professional homebuilders, through small, full-service outlets. In 1982, Home Depot introduced a disruptive new business model — “big box” stores in a home improvement center format. These outlets were much larger than Lowe’s stores (90,000 square feet versus 15,000) and had much lower operating costs, mainly thanks to labor savings from scale and self-service. Lowe’s struggled to compete for nearly 10 years. Then in 1992, Lowe’s converted its own stores to the new home improvement format and became a strong, successful competitor.

If you respond to disruption by changing your business model and capabilities system, as Lowe’s did, you can’t dabble. You have to commit fully to a new business model, and build the necessary capabilities as soon and as thoroughly as possible.

A Cycle of Continuous Renewal

The goal of a growth strategy is to create continuous renewal so that your top-line revenue increases steadily. As we’ve seen, you need a single viable strategy combining in-market and near-market growth, backed up by the right group of capabilities. In-market growth converts your capabilities into increased wallet share, providing returns that fuel investment. Near-market growth makes the most of the investment by using your capabilities more broadly. Capabilities development makes both kinds of growth more successful. Success in each of these areas reinforces success in the others, and the cycle continues to accelerate as long as you stay in practice.

But where to begin? That depends on where you are right now. The possibilities are best visualized as a matrix, in which the horizontal axis represents the distinctiveness of your capabilities system and its relative fit with the opportunities you have or wish to create, and the vertical axis represents the headroom for growth in your current markets. Most companies fit squarely into one of the four resulting quadrants (see Exhibit 2).

The “poor prospects” lack distinctive capabilities and apparent opportunities, and thus are in a weak position. If you are in this group, your only path to organic growth success — assuming your business survives — is to do foundational work on strategy and execution. Focus on improving your core capabilities systems and value propositions. Only then can you consider either in-market or near-market growth strategies.

If you are in the “capabilities-challenged” group, you have ample headroom for growth, but your capabilities aren’t a good fit for the opportunities. This can happen when a company lets its performance drift, or when its market changes, creating new upsides that require different capabilities. Your growth challenge is adding or enhancing capabilities to capture your available headroom, not chasing unrelated markets.

Other companies are “headroom-challenged.” They are successful in their markets as currently defined, but have little upside: Growth prospects are leveling off. If you are in this group, start looking for previously unnoticed opportunities for in-market growth, and leverage or improve your distinctive capabilities to exploit them. Alternatively, seek near-market opportunities by redefining or reimagining your business. A hardware or software supplier may redefine itself as a solutions provider (many tech companies have done this). A search-engine company can become an information management company, as Google has. A food company can recast itself as a nutrition company (consider Nestlé). Redefining your business puts you in the “capabilities-challenged” group, where new skills will be required, and risk may increase — but so will opportunities. As your capabilities systems improve in response to their deployment in your new near-market expansion, you will move into the “growth leaders” category.

If you are already among the fortunate companies in that quadrant, the key to sustained, profitable growth is a balanced mix of all the levers we have discussed, tailored to your company’s needs and culture. Continue to mine in-market opportunities, to use your insights and talent to capture valid adjacencies, and to reimagine your capabilities as necessary. From time to time, you’ll hit ceilings to your headroom and need to expand into new markets or build new capabilities. You may even face genuine disruption. Then you’ll move around the cycle again — identifying new headroom for growth that represents a good potential fit, developing the distinctive capabilities you need, and returning to your position as a growth leader (see Exhibit 3).

Sustainable growth requires building this type of continuous renewal cycle. Your pace around the cycle may be set by the clock speed of your industry: Technology firms cycle more quickly than chemicals companies. But no matter how fast or slow your industry, your potential for continuous growth depends on how well you can manage these dynamics — how skilled you become at seeing potential for growth, and building capabilities to realize that potential.

Successful companies avoid getting stuck in the “headroom-challenged” category, or drifting into “poor prospects” territory, by continuously renewing their capabilities. You can build or expand some capabilities through organic methods such as innovation and marketing, you can “borrow” other capabilities through alliances with other enterprises, and you can buy still other capabilities through mergers and acquisitions.

What about M&A?

Mergers and acquisitions are so closely associated with expansion that the term inorganic growth is frequently used to refer to such deals. But this terminology can be misleading. Inorganic methods, such as acquisitions, are not actually a form of growth. They are capability acquisition tools. An M&A deal does not automatically expand a company’s customer base or revenue stream beyond what the two merged companies previously had available to them. It may increase potential for growth, but the company still has to put its new capabilities to use to realize that potential.

Thus the most successful acquirers are those that acquire with a capabilities mind-set. They outperform those who are not capabilities-driven by more than 14 percentage points in total shareholder returns. (See “Deals That Win,” by J. Neely, John Jullens, and Joerg Krings.)

Sustainable Growth in Practice

One way to ensure this cycle of continuous renewal is through capabilities chaining: developing new capabilities that complement your existing ones, so that you can use all of this proficiency to enter a new line of business. For example, to expand from the photography industry to healthcare, Fujifilm is using its existing capabilities in material science, engineering, and quality manufacturing. To complement these, it bought two firms involved in regenerative medicine research: Cellular Dynamics International (based in the U.S.) and Japan’s Tissue Engineering Corporation (J-TEC). In March 2015, Fujifilm chairman and CEO Shigetaka Komori told the Japanese newspaperNikkei, “If we combine the three companies’ technologies [those of Fujifilm, J-TEC, and Cellular Dynamics], they can be put to use in a variety of…applications, such as tissue and organ regeneration…. We’re aiming to become the world’s top regenerative medicine company.”

When you create your own prospective capability chain map, draw pragmatic linkages between what you do well now and the opportunities you see ahead. The map shows what capabilities are needed for each new step, and identifies ways to take that step successfully.

The art of growth is balancing and sequencing all the levers we have discussed: in-market leverage, near-market expansion, and capability development; organic tools, alliances, and mergers and acquisitions. Capabilities chaining brings your innovation and inorganic options together into one coherent make-versus-buy framework. As an example, we have mapped the growth of some of General Electric, which has used capabilities chaining in this way since the 1950s (see Exhibit 4). You seek an approach tailored to your company, combining insight and creativity with pragmatism and execution. And whenever you become too settled and secure, you look for new headroom and begin the cycle all over again.

Cintas Corporation, which provides uniforms and specialized services to companies, is an example of a highly successful company that has created this type of continuous growth cycle. Cintas began in the Great Depression as an industrial laundry that reclaimed and cleaned rags for local factories around Cincinnati. The company later began renting towels to customers, replacing them or repairing them as needed. Over time, Cintas created a distinctive set of capabilities and its own business model — “The Cintas Way” — combining excellence in plant operations, a highly refined logistics capability, and service innovation with customer knowledge and sales and service networks. The company has grown steadily through an integrated evolutionary approach. Cintas’s cycle of continuous growth included three major approaches to expansion (see Exhibit 5).

1. In-market leverage. Growth accelerated as the company pursued in-market opportunities, first renting (as well as laundering, repairing, and replacing) uniforms for factory workers, and then additionally offering uniforms for front-office personnel and specialty items such as flame-resistant garments for specific needs. At the same time, Cintas worked with manufacturers to develop new materials that would be resistant to staining, that would stand up to repeated washing and need little ironing, and that would provide protection as well as style.

2. Near-market expansion. Cintas enters new markets and geographies by cautiously testing whether its core business model will prosper before committing to those opportunities. The company has leveraged its capabilities system by adding other clearly linked services, including renting and cleaning floor mats; providing washroom supplies; and managing, cleaning, providing, and servicing first-aid kits and fire extinguishers. The company moved into adjacent businesses by offering services to existing customers such as employee safety training, and by expanding its customer base to include companies in other industries such as hotels and airlines.

3. Capability development. Cintas was also able to realize when it had reached the limits of its capabilities system. After entering and building a successful document storage and imaging business to offer additional services to customers, the company figured out that this new business was driven as much by commodity prices and real estate as by Cintas’s own strengths in logistics, services, and operations. In 2014, Cintas sold this business. Finally, Cintas has used mergers and acquisitions to access and test new capabilities and new services, and expanded by rolling up smaller companies in similar businesses, where the company could further leverage its capabilities.

This cycle of continuous growth has given Cintas strong and consistent financial performance over the decades, and enabled the company to successfully weather the post-2008 downturn. Today, Cintas is one of the largest business services suppliers in North America; it employs 30,000 people, serves more than 900,000 customers, and maintains 430 facilities, including six manufacturing plants and nine distribution centers.

Companies that have struggled to grow consistently tend to think about growth in terms of contradictions: sticking with their current markets versus moving into new ones; leveraging versus enhancing their capabilities; growing their current business versus expanding via M&A; “staying true to themselves” versus leaving their corporate identity behind — but these are all false choices. The art of continuous growth involves reconciling activities that only seem to contradict one another. Combining them will yield a capabilities-driven strategy that will generate continuous growth.

How to set your ##dining ##table for ##guests

How to set your dining table for guests

Have a fancy dinner table don’t know how to set it for formal occasions? Here are a few tips on how to make it look aesthetically nice…

Go for crisp linens: If you want to spread a table cloth, make sure it’s in linen, as this material hangs well on any surface. You can also place napkins and table mats in the same material.
Invest in Chinaware: Though expensive, the look that dainty Chinaware provides on a table during a special or festive occasion is unmatched. Invest in a set that can be used sparingly whenever you have guests over.
A sleek centerpiece: If you have a big dining table, you can decorate it with a creative centerpiece, complementing it with the decor or even with the cuisine that you’re serving. From candles and potpourri to bulbs.
Name cards on the table: For a large, formal dinner party, if you’ve invited many people, you can even keep names cards on the table, so that people know where they are expected to sit, without causing any chaos and confusion.

Top 75 #companies #spent Rs 4,000 crore on #CSR in 2015

Big CSR spenders include Reliance Industries with Rs 760 crore, ONGC with Rs 495 crore, Infosys with Rs 239 crore, NTPC with Rs 205 crore and TCS with Rs 220 crore, according to company filings.

The country’s top 75 companies spent more than Rs 4,000 crore towards corporate social responsibility in the last fiscal, the first year after the government mandated bigger companies to give away a part of their profits for social work, early estimates of the government show.

Big CSR spenders include Reliance IndustriesBSE -0.31 % with Rs 760 crore, ONGC with Rs 495 crore, InfosysBSE 3.13 % with Rs 239 crore, NTPCBSE -0.08 % with Rs 205 crore and TCS with Rs 220 crore, according to  ..

Top 10 Pharmaceutical Companies In India

In the list of top pharmaceutical companies in India it is not the Indian companies but also the MNCs that are becoming the part of the race. Indian pharmaceutical market in 2008 was $7,743m and if compared to year 2007 it was 4% more than that. It is expected that Indian pharmaceutical market will grow more than the global pharmaceutical market and will become $15,490 million in 2014.

 

Top 10 Pharma Companies in India

In the list of top pharmaceutical companies in India it is not the Indian companies but also the MNCs that arebecoming the part of the race. Indian pharmaceutical market in 2008 was $7,743m and if compared to year 2007 it was 4% more than that. It is expected that Indian pharmaceutical market will grow more than the globalpharmaceutical market and will become $15,490 million in 2014. Today Indian pharmaceutical industry is the second most fastest growing industry displaying the revenue of Rs 25,196.48 crore and growth of 27.32 percent. Top pharmaceutical companies in India are also acquiring the small companies worldwide to further expand the market. Pharmaceutical drugs injections, tablets, capsules, syrups are the products of pharma companies in India along with many more.

Looking back into history reveals that it was in 1930 when the first pharmaceutical company in India came into existence in Kolkatta. It is called the “Bengal Chemicals and Pharmaceutical Works”. This Indian company is still there and today it is the part of five drug manufacturing companies that are owned by the government. Till the period of 60 years the pharmaceutical industry in India was overshadowed by the foreign drugmanufacturing companies but with the Patent Act in 1970, the whole scenario of pharmaceutical companies in India had changed since then. With this the Indian market was more open to Indian pharmaceutical companiesthan the MNCs. So with this pharmaceutical companies in India started to grow in number

At present there is a cut throat competition among top pharmaceutical companies in India with the native as well as MNCs. But there are certain issues that are concerning the growth of pharma companies in India. These are:

  • Mandatory licensing and failure of new paten system.
  • Regular power cuts and inadequate infrastructure.
  • Restricted funding.
  • Regulatory hindrances that lead to the delays in the launch of new drug or pharma product.
  • Too many small as well as big pharmaceutical companies and excessive competition.

 

1.Ranbaxy Laboratories Limited

Company Profile

Ranbaxy Laboratories Limited (Ranbaxy), 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. Ranbaxy today has a presence in 23 of the top 25 pharmaceutical markets of the world. The Company has a global footprint in 43 countries, world-class manufacturing facilities in 8 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 20 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.

Ranbaxy was incorporated in 1961 and went public in 1973.
Corporate Office
Plot 90, Sector 32,
Gurgaon -122001 (Haryana), INDIA
Ph: 91- 124- 4135000
Fax: 91-124-4135001

Registered Office
A-41, Industrial Area Phase VIII-A,
Sahibzada Ajit Singh Nagar,
Mohali – 160 071 (Punjab), INDIA

2.Dr.Reddy’s Laboratories Ltd

Dr. Reddy’s originally launched in 1984 producing genericmedications. In 1986, Reddy’s started operations on branded formulations.Within a year Reddy’s had launched Norilet, the company’s first recognizedbrand in India. Soon, Reddy’s obtained another success with Omez, its brandedomeprazole – ulcer and reflux oesophagitis medication – launched at half theprice of other brands on the Indian market at that time.

Within a year, Reddy’s became the first Indian company toexport the active ingredients for pharmaceuticals to Europe. In 1987, Reddy’sstarted to transform itself from a supplier of pharmaceutical ingredients toother manufacturers into a manufacturer of pharmaceutical products.

HR Contact

Human Resources 
Dr. Reddy’s Laboratories Ltd.
8-2-337, Road No. 3
Banjara Hills, Hyderabad
Hyderabad – 500 034
INDIA

Email: talent@drreddys.com

Visit :alumni.drreddys.com

Dr. Reddy’s Laboratories Ltd.
6-3-1192/1/1 Whitehouse,
Block 3, 5 Floor,
Kundanbagh,
Begumpet,
HYDERABAD 500 016 India
Tel: 040-5502 2500
Website: http://www.drreddys.com

 

3.Cipla Pharmaceuticals Limited

History:

Khwaja Abdul Hamied, the founder of Cipla, was born on October 31, 1898. The fire of nationalism was kindled in him when he was 15 as he witnessed a wanton act of colonial highhandedness. The fire was to blaze within him right through his life.

In college, he found Chemistry fascinating. He set sail for Europe in 1924 and got admission in Berlin University as a research student of “The Technology of Barium Compounds”. He earned his doctorate three years later.

In October 1927, during the long voyage from Europe to India, he drew up great plans for the future. He wrote: “No modern industry could have been possible without the help of such centres of research work where men are engaged in compelling nature to yield her secrets to the ruthless search of an investigating chemist.” His plan found many supporters but no financiers. However, Dr Hamied was determined to being “a small wheel, no matter how small, than be a cog in a big wheel.”

Cipla is born

In 1935, he set up The Chemical, Industrial & Pharmaceutical Laboratories, which came to be popularly known as Cipla. He gave the company all his patent and proprietary formulas for several drugs and medicines, without charging any royalty. On August 17, 1935, Cipla was registered as a public limited company with an authorised capital of Rs 6 lakhs.

The search for suitable premises ended at 289, Bellasis Road (the present corporate office) where a small bungalow with a few rooms was taken on lease for 20 years for Rs 350 a month.

Mahatma Gandhi visits Cipla
Mahatma Gandhi visits Cipla (July 4th 1939)

July 4, 1939 was a red-letter day for Cipla, when the Father of the Nation, Mahatma Gandhi, honoured the factory with a visit. He was “delighted to visit this Indian enterprise”, he noted later. From the time Cipla came to the aid of the nation gasping for essential medicines during the Second World War, the company has been among the leaders in the pharmaceutical industry in India.

On October 31, 1939, the books showed an alltime high loss of Rs 67,935. That was the last time the company ever recorded a deficit.

In 1942, Dr Hamied’s blueprint for a technical industrial research institute was accepted by the government and led to the birth of the Council of Scientific and Industrial Research (CSIR), which is today the apex research body in the country.

In 1944, the company bought the premises at Bombay Central and decided to put up a “first class modern pharmaceutical works and laboratory.” It was also decided to acquire land and buildings at Vikhroli. With severe import restrictions hampering production, the company decided to commence manufacturing the basic chemicals required for pharmaceuticals.

In 1946, Cipla’s product for hypertension, Serpinoid , was exported to the American Roland Corporation, to the tune of Rs 8 lakhs. Five years later, the company entered into an agreement with a Swiss firm for manufacturing foromycene.

Dr Yusuf Hamied, the founder’s son, returned with a doctorate in chemistry from Cambridge and joined Cipla as an officer in charge of research and development in 1960.

In 1961, the Vikhroli factory started manufacturing diosgenin. This heralded the manufacture of several steroids and hormones derived from diosgenin.

The founder passes away

The whole of Cipla was plunged into gloom on June 23, 1972 when Dr K A Hamied passed away. The Free Press Journal mourned the death of a “true nationalist, scientist and great soul…. The best homage we can pay to him is to contribute our best in the cause of self-reliance and the prosperity of our country in our fields of endeavour.”

Corporate Office Address:

Cipla Ltd.
Mumbai Central
Mumbai 400 008
India

Telephone:
91 22 2308 2891
91 22 2309 5521

Fax:
91 22 2307 0013
91 22 2307 0393

 

4.Sum Pharmaceutical Industries Ltd.

PROFILE

We are an international speciality pharma company, with a large presence in the US and India,  and a footprint across  41 other markets.

In the US, which is our largest market, we have built a strong  pipeline of generics, directly and through our subsidiaries Caraco and Sun Pharmaceutical Inc. Taro adds strong dermatology range to this portfolio.

In India and rest of the world markets, our brands are prescribed in chronic therapy areas like cardiology, psychiatry, neurology, diabetology, ophthalmology, orthopedics etc. We are market leaders in speciality therapy areas in India.

We retain the drive for growth that marked our early days, when we had. begun in 1983 with just 5 products. Since then, we have crossed several milestones to emerge as a leading pharma company in India where we are the 5th  largest by prescription sales, a  rank that we have retained over a decade. (IMS ORG Stockist Audit, March. 2012)

Since the mid- nineties, we have used a combination of growth and acquisition to drive growth. important acquisitions have included those of the US, detroit-based Caraco Parma Labs and a plant at Halol which now holds UKMHRA and USFDA approvals. The 2010 acquisition of Taro Pharmaceuticals doubles our US business and brings us strengths in dermatology and pediatrics.

HISTORY

Sun Pharma began in 1983 with just 5 products to treat psychiatry ailments. Sales were initially limited to two states in Eastern India. Sales were rolled out natiowide in 1985. Products for cardiology were introduced in 1987, and Monotrate, one of the first products launched then, countinues to be sold even today. Important products in Cardiology were later added; several of these introduced for the first time in India, and these brought patients the latest treatments at a sensible cost, a belief we’ve always lived by.

Realizing the fact that research is a critical growth driver, we established our  first research center, SPARC, in 1993 and this created the base for strong product and process development that enabled growth in the subsequent years.

Sun Pharma was listed on the main stock exchanges in India in 1994; and the Rs. 55 crore issue of a Rs. 10 face value equity share offered at a premium of Rs. 140/-, was oversubscribed 55 times. The minimum 25% that was required under the regulations then for listing was offered to the public, the founder’s family continues to hold a majority stake in Sun Pharma.

We used this money to build a greenfield site for API manufacture, as well as for acquisitions. For allowed acquisitions, typically companies or assets that allowed us entry into a new market or therapy area, assets that could be turned around and  brought on track were identified.

Our first API manufacturing plant was built in Panoli in 1995, for access to high quality actives ahead of competition, and in order to tap the vast international opportunity for speciality APIs.

Another API plant, our Ahmednagar plant, was acquired from the multinational Knoll Pharmaceuticals in 1996, and expanded and substantially upgraded for regulated markets, with capacity addition over the years across differentiated API lines such as anticancers and peptides. This was the first several sensibly priced acquisitions, each of which would bring important parts to our long-term strategy.

In 1997, our headquarters shifted to Mumbai, India’s commercial capital. We began the first of our international acquisitions with an initial $7.5 million investment in Caraco, Detroit. By 2000, we had completed 8 acquisitions, each such move adding new therapy areas or offering an entry to important international markets. A new research center was set up in Mumbai for generic product development for the US market. In India, as new therapy areas were entered into post acquisition; customer attention, product selection and focused marketing helped us gain a foothold in areas like orthopedics, gynecology, oncology, etc. From a ranking at 38th in 1994, by 2000 we were ranked 5th with a leadership in 8 of the 11 therapy areas that we are present in. The year 2000 was the year of turnaround at the US subsidiary, Caraco, as it began to receive approvals after successful inspection by the USFDA.

In December 2004, a research center spread over 16 acres was inaugurated by the President of India, with special lab space for drug discovery and innovation. The post 2005 years have witnessed important acquisitions to strengthen our US business- the purchase of manufacturing assets for controlled substances in Cranbury,NJ; that of a site to make creams and lotions in Bryan, that of Alkaloida, a Hungary based API and dosage form manufacturer , and, Chattem Ltd., a Tennessee-based controlled substance API manufacturer.

In September 2010 acquisition of Taro Pharmaceuticals doubled the size of our US business and brought us a range of generics including a strong line of dermatologicals. Taro’s manufacturing facilities in Israel and Canada substantially add to our production capacity.

The tally at the end of 2011:
23 manufacturing plants in 3 continents
12000  employees
4 World class research centers
Brand in markets worldwide
A strong presence in the US generic market
Increasing research investments
Over 60% of sales from international markets

ADDRESSES EU Contacts

Corporate Office   

Sun Pharma     

Acme Plaza,
Andheri – Kurla Rd, Andheri (E),
Mumbai – 400 059.

5. Lupin Pharmaceutical Ltd.

Who We Are

Lupin Pharmaceuticals, Inc. is the U.S. wholly owned subsidiary of Lupin Limited, which is among the top five pharmaceutical companies in India. Through our sales and marketing headquarters in Baltimore, MD, Lupin Pharmaceuticals, Inc. is dedicated to delivering high-quality, branded and generic medications trusted by healthcare professionals and patients across geographies.

Lupin Limited, headquartered in Mumbai, India, is strongly research focused. It has a program for developing New Chemical Entities. The company has a state-of-the-art R&D center in Pune and is a leading global player in Anti-TB, Cephalosporins (anti-infectives) and Cardiovascular drugs (ACE-inhibitors and cholesterol reducing agents) and has a notable presence in the areas of diabetes, anti-inflammatory and respiratory therapy.

We are building on our parent company’s strengths of vertical integration in discovery research, process chemistry, active pharmaceutical ingredient production, formulation development and regulatory filings. Lupin Pharmaceuticals, Inc. is committed to achieving its vision and mission of becoming an innovation led transnational pharmaceutical company.

Vinita Gupta, CEO of Lupin Pharmaceuticals, Inc. says “founded on the strengths of our parent company Lupin Limited, Lupin Pharmaceuticals, Inc. intends to bring a portfolio of generics as well as branded products to the US market.”

For the financial year ended March 2010, Lupin Limited’s Revenues and Profit after Tax were Rs.47,678 million (US$ 1.1 billion) and Rs.6,186 million (US$ 152 million) respectively. Please visit http://www.lupinworld.com for more information about Lupin Limited.

The Lupin Story

The company was named after the Lupin flower because of the inherent qualities of the flower and what it personifies and stands for. The Lupin flower is known to nourish the land, the very soil it grows in. The Lupin flower is also known to be tolerant of infertile soils and capable of pioneering change in barren and poor climes. The Lupin flower and bean pods have also long been used as food and sources of nourishment, thus protecting and nurturing life.

Embedded inLupin was a formula for growth. Forty-four years on, what has stayed with us is that same entrepreneurial spirit, culture of creativity and innovation and pride in belonging to an industry that makes a difference in the lives of people.

We are today a fully integrated pharmaceutical company with an unrivaled position in the US, India and Japan. This position is built on a backbone of cutting-edge research, world-class manufacturing facilities and a truly global supply chain. With the building blocks in place, the future looks brighter than its ever been. We are Built to Grow.

Built to Grow

Lupin is poised and ready for its future. We have all the elements in place to play a major role in the global pharmaceutical landscape and to continue our mission of delivering consistent high growth in revenues, margins and returns for our Company and its stakeholders.

Our culture of growth is built upon trust and transparency in all our dealings and in all our relationships. Be those relationships with our customers, our investor communities, our people or society at large. We are proud to be part of an industry that can make a real difference to people’s lives. We now stand ready to grasp opportunities emerging in a new world. Global economies are going though challenging times. Over our 44-year history we have been through such cycles before and we have learnt that a firm foundation, a passionate growth ethic embedded in a sound business strategy, underpinned by a strong balance sheet are the essentials for success.

A thirst for growth has been the common thread binding us with our heritage. But for us, growth is not just the numbers; it is our part in enhancing the knowledge, experience and talent of our people that we value and nurture. We are an agile organization, working as a global team, creating and unlocking value. Lupin is Built as One, Built to Enrich.

Corporate Overview

Headquartered in Mumbai, India, Lupin Limited today is an innovation led transnational pharmaceutical company producing a wide range of quality, affordable generic and branded formulations and APIs for the developed and developing markets of the world.

Dr. Desh Bandhu Gupta’s vision and dream to fight life threatening infectious diseases and to manufacture drugs of the highest social priority led to the formation of Lupin in the year 1968. His Vision, his inimitable commitment and verve have steered Lupin to achieving the distinction of becoming one of the fastest growing Generic pharmaceutical companies globally.

Lupin first gained recognition when it became one of the world’s largest manufacturers of Tuberculosis drugs. The Company today has significant market share in key markets in the Cardiovascular (prils and statins), Diabetology, Asthma, Pediatrics, CNS, GI, Anti-Infectives and NSAIDs therapy segments, not to mention global leadership positions in the Anti-TB and Cephalosporins segments. The Company’s R&D endeavours have resulted in significant progress in its NCE program. The Company’s foray into Advanced Drug Delivery Systems has resulted in the development of platform technologies that are being used to develop value-added generic pharmaceuticals. Lupin’s world class manufacturing facilities, spread across India and Japan, have played a critical role in enabling the companies realize its global aspirations. Benchmarked to International standards, these facilities are approved by international regulatory agencies like US FDA, UK MHRA, Japan’s MHLW, TGA Australia, WHO, and the MCC South Africa.

Our Drugs and products reach over 70 countries in the world. Today, Lupin has emerged as the 5th largest and the fastest growing Top 5 company in the U.S (by prescriptions), the only Asian company to achieve that distinction. The company is also the fastest growing, top 5 pharmaceutical players in India (ORG IMS) and the fastest growing top 10 Generic players in Japan and South Africa. (IMS), Today, Lupin also has the unique distinction of being the fastest growing top 10 Generics players in the two largest pharmaceutical markets of the world – The U.S (ranked 5th by prescriptions & growing at 52 %) and Japan (ranked 7th and growing at 23%). Lupin’s Consolidated Revenues and Profit after Tax were Rs. 57,068 million and Rs. 8,626 million for FY 2010-11.

Going forward, our research backbone, best-in-class class manufacturing capabilities, marketing and servicing depth globally will stand us in good stead. The company will continue to focus on identifying and developing niche segments, a differentiated product portfolio in all its chosen markets backed up by strategic partnerships and in-licensing, and investment in new areas such as biosimilars – well on-course to becoming a global pharmaceutical powerhouse.

 

6.Aurobindo Pharma Limited

Overview
Founded in 1986 by Mr. P.V. Ramaprasad Reddy, Mr. K. Nityananda Reddy and a small group of highly committed professionals, Aurobindo Pharma was born off a vision. The company commenced operations in 1988-89 with a single unit manufacturing Semi-Synthetic Penicillin (SSP) at Pondicherry.

Aurobindo Pharma became a public company in 1992 and listed its shares in the Indian stock exchanges in 1995. In addition to being the market leader in Semi-Synthetic Penicillins, it has a presence in key therapeutic segments such as neurosciences, cardiovascular, anti-retrovirals, anti-diabetics, gastroenterology and cephalosporins, among others.

Through cost effective manufacturing capabilities and a few loyal customers, the company entered the high margin specialty generic formulations segment. In less than a decade Aurobindo Pharma today has evolved into a knowledge driven company manufacturing active pharmaceutical ingredients and formulation products. It is R&D focused and has a multi-product portfolio with manufacturing facilities in several countries.

The formulation business is systematically organized with a divisional structure, and has a focused team for key international markets. Leveraging on its large manufacturing infrastructure for APIs and formulations, wide and diversified basket of products and confidence of its customers, it aims to achieve USD 2 billion revenues by 2015-16. Aurobindo’s nine units for APIs / intermediates and seven units for formulations are designed to meet the requirements of both advanced as well as emerging market opportunities.

A well integrated pharma company, Aurobindo Pharma features among the top 10 companies in India in terms of consolidated revenues. Aurobindo exports to over 125 countries across the globe with more than 70% of its revenues derived out of international operations. Our customers include premium multi-national companies.. With multiple facilities approved by leading regulatory agencies such as USFDA, EU GMP, UK MHRA, South Africa-MCC, Health Canada and Brazil ANVISA, Aurobindo makes use of in-house R&D for rapid filing of patents, Drug Master Files (DMFs), Abbreviated New Drug Applications (ANDAs) and formulation dossiers across the world. Aurobindo Pharma is among the largest filers of DMFs and ANDAs from India.

Indian 
Indian Subsidiaries:
APL Healthcare Limited
Plot No.2, Maitrivihar
Ameerpet
Hyderabad – 500 038.
Tel: +91 40 66725333
Contact Person: Mr. A. Mohan Rami Reddy
E-mail: cs@aurobindo.com
APL Research Centre Limited
Plot No.2, Maitrivihar
Ameerpet
Hyderabad – 500 038
Tel: +91 40 66725333
Contact Person: Mr. A. Mohan Rami Reddy
E-mail: cs@aurobindo.com

7.GlaxoSmithKline Pharmaceuticals Ltd.

About GSK – Our company

Established in the year 1924 in India GlaxoSmithKline Pharmaceuticals Ltd. (GSK Rx India) is one of the oldest pharmaceuticals company and employs over 4000 people. Globally, we are a £ 27.4 billion, leading, research-based healthcare and pharmaceutical company. In India, we are one of the market leaders with a turnover of Rs. 2275 crore and a share of 3.9%*. At GSK, our mission is to improve the quality of life by enabling people to do more, feel better and live longer. This mission drives us to make a real difference to the lives of millions of people with our commitment to effective healthcare solutions.

The GSK India product portfolio includes prescription medicines and vaccines. Our prescription medicines range across therapeutic areas such as anti-infectives, dermatology, gynaecology, diabetes, oncology, cardiovascular disease and respiratory diseases. The company is the market leader in most of the therapeutic categories in which it operates. GSK also offers a range of vaccines, for the prevention of hepatitis A, hepatitis B, invasive disease caused by H, influenzae, chickenpox, diphtheria, pertussis, tetanus, rotavirus, cervical cancer, streptococcus pneumonia and others.

With opportunities in India opening up, GSK India is aligning itself with the parent company in areas such as clinical trials, clinical data management, global pack management, sourcing raw material and support for business processes including analytics.

GSK’s best-in-class field force, backed by a nation-wide network of stockists, ensures that the Company’s products are readily available across the nation. GSK has two manufacturing units in India, located at Nashik and Thane as well as a clinical development centre in Bangalore. The state of art plant at Nashik makes formulations.

Being a leader brings responsibility towards the communities in which we operate. At GSK, we have a Corporate Social Responsibility program that works towards fulfilling basic healthcare, education and other developmental needs of the underserved population. With this dedication and commitment, we believe that the world will be better, healthier and happier.

GSK is committed to developing new and effective healthcare solutions. The values on which the group was founded have always inspired growth and will continue to do so in times to come.

 

8.Cadila Pharmaceuticals Limited

We are one of the largest privately held pharmaceutical companies in India, headquartered at Ahmedabad, in the State of Gujarat. As an integrated healthcare solutions provider, we cater to over 45 therapeutic areas. With presence in over 90 countries, we focus on providing high quality, affordable treatment.

We have one of the best Research and Development setups in India, which forms the backbone of our state-of-the-art manufacturing facilities – conforming to the most stringent international cGMP norms – at Dholka, Ankleshwar, Kadi and Hirapur in Gujarat; Samba in Jammu & Kashmir; and Addis Ababa in Ethiopia.

Cadila Pharmaceuticals Ltd. is one of the largest privately held pharmaceutical companies in India, headquartered at Ahmedabad, in the state of Gujarat. Over the last five decades, it has been developing and manufacturing pharmaceutical products and selling and distributing these in over 50 countries around the world. An integrated healthcare solutions provider with pharmaceutical product basket, it caters to over 45 therapeutic areas that include cardiovascular, gastrointestinal, analgesics, haematinics, anti-infectives and antibiotics, respiratory agents, antidiabetics and immunologicals. The company focuses on providing high quality, appropriately priced products to its customers and supports all these with dedicated customer service. Cadila Pharmaceuticals has a multicultural, multilingual and multinational workforce of more than four thousand employees including over two hundred people outside India in forty-nine countries of Africa, CIS, Japan and USA.

The company has one of the best Research and Development (R&D) setups in India, manned by more than three hundred and fifty scientists and engineers from various disciplines including biology, pharmacology, clinical research, chemistry, toxicology, phytochemistry and different disciplines of engineering. The company also participates in Public-Private partnerships for developing diagnostic, preventive and curative pharmaceutical and diagnostic products.

Cadila Pharmaceuticals is the first Indian company to get IND approval by USFDA for clinical trials to be conducted in India. Subsequently, the company has filed four more INDs with USFDA. Of the five INDs filed, one is for pulmonary tuberculosis; the trial is supported by Department of Biotechnology, Govt. of India. The remaining four are for various types of cancers, e.g., Lung Cancer, Prostrate cancer, Bladder Cancer and Melanoma. Thus all the INDs are for providing solutions to major global health care problems. The clinical trials on Prostrate cancer, Lung cancer and Bladder cancer are supported by Department of Science and Technology to encourage innovations.

The company has state-of-the-art manufacturing facilities conforming to the most stringent international cGMP norms vis-à-vis WHO-GMP, WHO, Geneva (GDF site for Anti- TB), TGA Australia (PIC/S), USFDA, UK- MHRA, MCC-South Africa, ISO 9001 and ISO 14001. Spread over hundred acres of land, Cadila Pharmaceuticals’ manufacturing facility at Dholka is the cynosure of all eyes, well equipped with world-class production facilities. The company’s two Active Pharmaceutical Ingredients units at Ankleshwar manufacture a wide-range of APIs and intermediates including three USFDA certified products. The manufacturing facility at Samba, near Jammu, started its commercial operations in August 2006. The first overseas formulation manufacturing facility of Cadila Pharmaceuticals Ltd. has commenced its operations in Ethiopia.

A responsible corporate citizen conscious of its duty towards various sections of the society; Cadila Pharmaceuticals nurtures young talents; runs an ultra-modern charitable hospital in a remote area with facilities like Telemedicine in association with Apollo Ahmedabad; works closely with NGOs by way of assistance and support for mid-day meal programmes, among other initiatives.

Jobs in Cadila Pharmaceuticals Ltd India

Current Openings

Want to sharpen your talent and embrace new opportunities at Cadila Pharmaceuticals Ltd. If so, introduce yourself to us.

Send your resume to careers@cadilapharma.co.in

9.Aventis (Sanofi) Pharma Limited

AventisA world-class pharmaceutical manufacturer

Sanofi India Limited was incorporated in May 1956 under the name Hoechst Fedco Pharma Private Limited. Over the years, its name was changed to Hoechst Pharmaceuticals Private Limited, Hoechst India Limited and Hoechst Marion Roussel Limited.

Sanofi, one of the world’s leading pharmaceutical companies, and its 100% subsidiary, Hoechst GmbH, are the major shareholders of Sanofi India Limited and together hold 60.4% of its paid-up share capital.

The shares of Sanofi India Limited are quoted on the Bombay Stock Exchange (Security Code: 500674) and the National Stock Exchange (Security Code: AVENTIS EQ).

Our activities
Aventis Pharma Limited Products
Aventis Pharma Limited in India provides medicines for the treatment of patients in several therapeutic areas: cardiology, thrombosis, oncology, diabetes, central nervous system, internal medicine and consumer healthcare.

Industrial Affairs

Aventis Pharma Limited has two state-of-the-art manufacturing facilities at Ankleshwar, Gujarat (chemistry and pharmaceuticals) and at Verna, Goa (pharmaceuticals). Incorporating the latest designs and processes in manufacturing, both sites have been identified as global sourcing units.

10.Ipca Laboratories Limited

Profile

For more than 60 years, Ipca has been partnering healthcare globally in over 110 countries and in markets as diverse as Africa, Asia, Australia, Europe and the US.

Ipca is a fully-integrated Indian pharmaceutical company manufacturing over 350 formulations and 80 APIs for various therapeutic segments.

We are one of the world’s largest manufacturers and suppliers of over a dozen APIs. These are produced right from the basic stage at manufacturing facilities endorsed by the world’s most discerning drug regulatory authorities like US-FDA, UK-MHRA, EDQM-Europe, WHO-Geneva and many more.

Ipca is a therapy leader in India for anti-malarials with a market-share of over
34% with a fast expanding presence in the international market as well. We also lead in DMARDs (Disease Modifying Anti-Rheumatic Drugs) treatment for rheumatoid arthritis. We have leading brands in 5 therapeutic areas, with 4 of our branded formulations being ranked among the Top-300 Indian brands by ORG-IMS.

Our international client roster includes global pharmaceutical giants like AstraZeneca, GlaxoSmithKline, Merck, Roche and Sanofi Aventis; most of whom we have been partnering over the years.

At Ipca, quality assurance is an attitude of seeking sustainable betterment in every aspect of our work. The results show in our financials as well as work ethic. Net income for the financial year ended 31st March 2012 was
Rs. 2,342.29 Crores (US$ 486 Mn). Net profit was Rs. 280.17 Crores
(US$ 58 Mn).

What’s more, Ipca was awarded as ‘Among the 100 Best Companies to Work in India 2010’ in a study conducted by Great Place to Work® – India in joint collaboration with The Economic Times.

 

7 Ways Social Media Will Be More Expensive This Year

7 Ways Social Media Will Be More Expensive This Year

For a long time, there was a perception that social media marketing was free, or at least very inexpensive. Starting a Facebook or Twitter account was free, and hiring a part-time intern to manage them didn’t cost much.

In reality, social media marketing has never been free. Sure, there aren’t usually any hard costs required to set up social media accounts, but someone is still had to create the content, engage in the conversation, monitor and manage those conversations, etc. As we’ve seen time and time again, turning over your brand’s reputation to an intern isn’t always the wisest choice. Most brands now know the real costs of social media marketing are not as great as the opportunity costs of bad social media strategy.

 

Fast-forward a few years, and we’re seeing more and more organizations hire entire teams to create content for Twitter, Facebook, Tumblr, Pinterest, and whatever hot new social media startup launched last week. Content marketing, the creation and distribution of content to attract leads and generate sales, has become a $118.4 billion industry. According to data from DOMO and Column Five Media, every minute of every day sees over 2 million Google searches, 571 new websites, and 48 hours of new YouTube video. It’s become overwhelming.

Unfortunately, it’s only going to get more difficult as brands compete in a social media arms race. Rather than creating a slow and steady stream of high-quality content, most brands believe they’re better off creating a ton of low-quality content in the hope that one or two pieces will have real results. Yet a recent study by InboundWriter shows only 10 to 20 percent of a company’s website content drives 90 percent of its online traffic.

Meanwhile, social networks realize that brands will pay big money for access to the millions of users in their online communities, and they’re going to charge more and more for that privilege. According to a recent Advertising Age article, Facebook reports: “Content that is eligible to be shown in news feed is increasing at a faster rate than people’s ability to consume it.”

This means the organic reach of any one particular piece of content is going to decline even more from the 16 percent rate it’s at now. Some may see it drop all the way to 2 percent.

Increasingly, to compete effectively in social media, brands realize that to play, they must pay.

To keep up with social networks’ efforts to monetize their massive online audiences, companies are allocating more resources to keep up. Simply creating valuable content and then authentically engaging with your audiences often is no longer enough, especially when you have to spend more to reach those audiences. Brands know they now must create distribution strategies for that content, sometimes at a substantial cost.

Here are seven ways brands will spend more money on social media and content marketing in 2014:

1. Creating content. If brands wish to rise above the glut of content that’s being created, they’re going to have to improve the quality of content they create. That viral video that looks like it was shot on a family member’s smartphone was actually just a bit created by the “traditional” media.

2. Promoting content. Expect social platforms to reward brands that spend a lot of money in ads on those platforms. It’s a vicious cycle. Paid ads and sponsored content will help drive the “organic” reach of your other content. In addition, brands with more Facebook likes are going to see a lower cost for paid distribution because paid social ads will show greater social context. If more “likes” and followers = cheaper ads, guess who’s going to start to investing in more contests, giveaways, and other tactics to reach more eyeballs and then subsequently buy more ads and sponsored content.

3. Increasing reach. As brands acquire more and more fans, followers, and “likes,” and as these social networks get larger and larger, the cost to reach them will continue to increase. When a brand makes an investment in creating high-quality content, you can bet they’ll ensure it reaches the largest number of people.

4. Syndicating content. Likewise, expect more dollars to go companies such as Taboola and Outbrain that specialize in placing content where it’s most likely to be discovered. In a sea of content, these companies help more people find yours.

5. Monitoring, filtering, and analyzing conversations. Social media monitoring platforms have been around for years, but their hefty price tags often relegated them to a wish list for many organizations. However, as more people and brands create even more content, it’s going to become more difficult to identify and act on what’s relevant to you. As a result, pricey monitoring and analytics tools will be migrating from the wish list to the approved budget.

6. Paid sponsorships. Those “influencers” you’re always trying to reach? They’re realizing their influence is in demand and that it’s not cheap. According to a recent IZEA survey, 61 percent of marketers have paid someone to mention their product, and that number is only going to rise in 2014. It’s not just celebrities and athletes, either. Everyday people are also asking for more money and more product, because they can and because brands will meet those demands.

7. More full-time employees. As more content is created and more money is spent promoting and distributing that content, more people will be needed to create, moderate, measure, and analyze it. Demand for data scientists, SEO specialists, media buyers, and creatives will increase as brands try to optimize the money they’re investing.

If you thought the days of trying to persuade your bosses to invest in social media were over, get ready to go back, hat in hand, and ask for even more money. With bigger budgets come bigger expectations and more pressure. Are your social media, content generation, and content distribution strategies ready?

Torrent Pharma acquires Elder’s domestic business for Rs 2000 crore

Ahmedbad-based Torrent Pharmaceutical Ltd acquired branded domestic formulation business of Mumbai-headquartered Elder Pharmaceuticals Ltd.

Torrent Pharmaceuticals Ltd.

BSE 479.50

-20.20(-4.04%)

Vol: 832896 shares traded

NSE

479.65

Ahmedbad-based Torrent Pharmaceutical Ltd acquired branded domestic formulation business of Mumbai-headquartered Elder Pharmaceuticals Ltd.
Ahmedbad-based Torrent Pharmaceutical LtdBSE -0.74 % acquired branded domestic formulation business of Mumbai-headquartered Elder Pharmaceuticals LtdBSE -8.17 %. The deal size is Rs 2000 crore that include Elder’s domestic formulation businesses of India as well as Nepal.
According to the Torrent Pharma’s statement on Bombay Stock Exchange, Elder’s India Business comprises a portfolio of over 30 brands with market leading products a ..

Five stories that have shaped Vineet Nayar’s life

"Someone out there is waiting to throw you on a train you believe to have missed, if only you decide to take that chance" Vineet Nayar Founder, Sampark Foundation and Vice-Chairman, HCL Technologies

1. Take those chances 

It was 3 am when the train stopped at Ratlam. A boy, just 8, stepped out of the train attracted by the fascinating scene outside. The train starts moving. Someone shouts. The boy is jolted out of his dreams and runs to catch the train. He catches the side bars but fails to pull himself up. He keeps running and tries again and again ..