International marketing plan Blackmores Cold and Flu Table of contents Executive Summary 3 Product description 4 Market Description 6 Market 6 OTC Medicine features 7 Main self-medication product groups 7 OTC categories in India 8 Comparison with competitors’ product 8 Direct and indirect competitors 8 Factors that make Blackmores stand out from its competitors? 9 Target market size 10 Government Participation 11 Marketing processes 12 Marketing objectives via new strategy
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adults have high blood pressure. Death toll of this disease equals to half of the total number caused by stroke and heart attack. Angiotensin II receptor antagonist (ABR) is an important product among various antihypertensive drugs. Developed by Sankyo and Forest Laboratories‚ olmesartan medoxomil was approved to the U.S.A. in April 2002 with the trade name "Benicar" and was approved to Europe in October 2002. In July 2006‚ it was launched in Chinese market. Olmesartan can take effect very soon
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Topic: Fukushima Daiichi Nuclear Disaster Purpose: To inform the audience about the heroic actions of the Fukushima Daiichi cleanup workers. Thesis: The Fukushima Daiichi cleanup workers are incredibly brave. Introduction: The Fukushima Daiichi nuclear disaster was the largest nuclear disaster since Chernobyl. It measured 7 on the Nuclear Event Scale‚ which is the highest rating. The Fukushima Daiichi nuclear disaster was initiated by a magnitude 9 earthquake. This earthquake caused a tsunami
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partner with Ranbaxy. Ranbaxy was the leading domestic pharmaceutical firm in India. And based on the government of India began the process of liberalization and the increase of foreign ownership‚ the best way for Eli and Lilly was to be a partner of a local pharmaceutical firm. In this case‚ the partnership is a good thing for both Ranbaxy and Eli and Lilly. 3. Was the partner choice wrong? The partnership with Ranbaxy was the right choice for Eli and Lilly‚ because Ranbaxy was the leading
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advantages present in other markets. The company has done well in this department‚ as their products are available in over 130 countries. One of their large successes stories was creating a joint-venture with the leading Indian pharmaceutical provider Ranbaxy. The two companies originally had very complimentary visions and aligned business models that made them a perfect fit for collaboration. However‚ after careful analysis of the business environment in India‚ observing the changing tastes of consumers
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80’s and it was not until 1993 that Eli Lilly International decided to establish a Joint Venture with India’s second largest laboratory and exporter‚ Ranbaxy. This move happened in a very challenging context as both companies have very different profiles and backgrounds. The main differential characteristic was the nature of their products. While Ranbaxy was focused on generics and in other intermediate products‚ Eli Lilly International core business was the commercialization and development of new
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Indian company Ranbaxy. The decision was dictated by the conditions of the US market and opportunities of the Indian market. Costlier manufacturing practices due to strict governmental control‚ soaring prices in 1990s‚ invasion of cheap generics to the USA market as opposed to low costs in India and new regulations that opened Indian market to foreign investments (up to 51%) created tempting conditions to enter one of the emerging huge markets of the world. Alliance with Ranbaxy was a smart strategy
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shut down when the earthquake struck‚ but one of the plants‚ the Daiichi Nuclear Power Plant showed signs of a problem on day five (Fukushima Accident‚ 2016). The reactors proved to overcome adverse conditions caused by the earthquake‚ but vulnerable to the tsunami. Unfortunately‚ three Tepco employees were killed directly by the earthquake and the tsunami (Fukushima Accident‚ 2016). Immediately after the earthquake‚ the Daiichi plant had a loss of AC power which led to the loss of cooling causing
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CIPLA | | | CIPLA PHARMACUETICALS INTRODUCTION In the year 1935‚ the Chemical‚ Industrial and Pharmaceutical Company came into existence named Cipla. The company was founded by Khwaja Abdul Hamied which was registered as public limited company with a capital of Rs. 6 Lakhs. Every year this industry produces drugs worth Rs. 18000 Crores with a profit of 9%. There are 20000 production units in the home countryand the products are exported all over the world at a cheaper price than other
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PLANNING AT RANBAXY Formation of the Company: Ranbaxy Laboratories Limited was started by Ranbir Singh and Gurbax Singh in 1937 as a distributor for a Japanese company Shionogi. The name Ranbaxy is a combination of the names of its first owners Ranbir and Gurbax. Bhai Mohan Singh bought the company in 1952 from his cousins Ranbir and Gurbax. After Bhai Mohan Singh’s son Parvinder Singh joined the company in 1967‚ the company saw an increase in scale. Summary of the Case Study: Ranbaxy ranks No
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