Ranbaxy Laboratories: India's First Multinational


IBS CDC IBS CDC IBS CDC IBS CDC RSS Feed
 
Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

Case Details:

Case Code : BSTA031
Case Length : 17 Pages
Period : 2003 - 2004
Organization : Ranbaxy
Pub Date : 2004
Teaching Note :Not Available
Countries : Global
Industry : Pharmaceuticals

To download Ranbaxy Laboratories: India's First Multinational case study (Case Code: BSTA031) click on the button below, and select the case from the list of available cases:





Price:

For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges


Business Strategy Case Studies
Case Studies Collection
Business Strategy Short Case Studies
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Area Specific Case Studies
Industry Wise Case Studies
Company Wise Case Studies



Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

<< Previous

Excerpts

Research and Development

Ranbaxy's portfolio of pharmaceutical products was somewhat narrower than of other large domestic competitors and had long been dominated by anti-infectives, which in the mid-1990s, accounted for about 75% of total pharmaceutical sales. Another 10% of pharmaceutical sales were attributable to antiulcerants and gastrointestinal drugs.

Ranbaxy had recently begun to allocate significant marketing and research resources to other therapeutic groups, particularly cardiovascular drugs, but they were not expected to increase significantly their share of the company's sales in the near term...

Globalisation

Ranbaxy's globalisation strategy had been shaped by a combination of circumstances, luck and deliberate planning. The initial driver of globalisation was the Drug Price Control Act of 1979, which capped the prices of drugs sold in the domestic market. Due to limited profit and growth opportunities in the domestic market, Ranbaxy began to look seriously at international markets. At that time, this was a radical strategy for an Indian pharmaceutical company to pursue. Ranbaxy's competitors remained focussed on the Indian market...

Conclusion

As his tenure as CEO came to an end, Brar felt that in many ways Ranbaxy had become research oriented, but was yet to become truly research based. A large part of the company's business as also mindset still remained generic. Brar realized Ranbaxy would have to grow its generics business because that was going to generate the profit to fund its research programs...

Exhibits

Exhibit I: Global Pharmaceutical Sales
Exhibit II: Ranbaxy: Balance Sheet
Exhibit III: Ranbaxy: Cash Flow Statement



 

Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Study, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Textbooks, Work Books, Case Study Volumes.