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2. Company Profile
 Ranbaxy was incorporated in 1961 and went public in 1973.
 Ranbaxy Laboratories Limited (Ranbaxy), India's largest
pharmaceutical company.
 It 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.
 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.
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3. History
 When we set out on our way in 1961, little did we realize the impact we
would make on the Indian and global pharmaceutical industry.
 Take a look at how Ranbaxy has grown through the decades......
 History
1961= Company incorporated
1973= Ranbaxy goes public
1977=Ranbaxy first joint venture in Lagos (Nigeria) is setup
1983= A modern dosage forms facility at Dewas (MP) in India goes on
Stream.
1990= Ranbaxy granted its first US Patent, for doxycline
1994=Estabilished regional headquarters in UK and USA . Listed in
Luxenburg stock exchange
2000= forays in to Brazil, the largest pharmaceutical market in South
America.
2005=Launches operations in Cannada.
2011= Celebrates golden jubilee year
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4. Financials
 For the year 2011, the Company recorded Global Sales of US
$ 2.1 Bn.
 The Company has a balanced mix of revenues from
emerging and developed markets that contribute 47% and
46% respectively.
 In 2011, North America,
1. North America, the Company's largest market contributed
sales of US $ 791 Mn,
2. Europe contributing US $ 297 Mn
3. Asia clocking sales of US $ 503 Mn.
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5. Mission/Values
 Ranbaxy's mission is 'Enriching lives
globally, with quality and affordable
pharmaceuticals'.
 Values
1. Achieving customer satisfaction if fundamental
to our business
2. Provides products and services of the highest
quality
3. Ensure profitable growth and enhance wealth of
the shareholders
4. Fosters mutually beneficial relations with all our
business partners
5. Manage our operations with high concern for
safety and environment.
6. Be a responsible corporate citizen
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6. 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 it's over 14,000 strong multicultural
workforce comprising of more than 50 nationalities, Ranbaxy
continues to aggressively pursue its mission of 'Enriching
lives globally, with quality and affordable pharmaceuticals'.
 Top Management
 Dr Tsutomu Une Chairman
 Mr Arun Sawhney: CEO & Managing Director
 Independent Director
1. Dr Anthony H Wild
2. Mr Rajesh Shah
3. Mr Akihiro Watanabe
4. Mr Percy Shroff
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7. Products
 The Company remains focused on ascending
the value chain in the marketing of
pharmaceutical substances and is determined
to bring in increased revenues from dosage
forms sales.
 Ranbaxy robust performance in
Cardiovasculars, Central Nervous
System, Respiratory, Dermatology, Orthopedic
s, Nutritionals and Urology segments, clearly
indicates that the Company has strengthened
its presence in the fast-growing chronic and
lifestyle disease segments.
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8. PRODUCTS OFFERED
 ANTI – INFECTION
 G.I & NUTRITIONALS
 CVS & DIABETES
 CNS
 NS AID & RELATED
 ANTI ALLERGANTS
 ANTI RETROVIRALS
 UROLOGY
 OTHERS

9. Recent Acquisitions &
Alliances
Terapia (Romania) Zenotech (India)
Be-Tabs (South Africa) Krebs (India)
Allen (Italy) Jupiter Biosciences*(Ind.)
Ethimed (Belgium) Cardinal Drugs (India)
Mundogen (Spain) Auto-injector Tech.(USA)
* Subject to due diligence

10. Competition Analysis
Name Sales Turnover Net Profit Total Assets
Parimal Health 1,350.95 130.72 11,984.78
Dr Reddys Labs 5,249.07 893.31 7,465.00
Cipla 6,123.84 967.12 7,054.34
Sun Pharma 1,933.12 1,383.80 6,731.06
Ranbaxy Labs 7,475.90 -3,052.05 6,258.36
Lupin 4,508.50 809.98 4,135.95
Glenmark 1,154.63 212.18 3,122.86
Strides Arcolab 529.44 73.56 2,799.01
Cadila Health 2,919.88 610.38 2,653.90
Wockharth 1,754.92 -132.07 2,568.61
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11. Business Strategy
Current
• Ranbaxy is focused on increasing the momentum in the generics business in
its key markets through organic and inorganic growth routes.
Focus
• Growth is well spread across geographies with focus on developed and
emerging markets.
Hybrid Model with Daiichi Sankyo
• Endeavour to provide a wide basket of generic and innovator
products, leveraging the unique Hybrid Business Model with Daiichi Sankyo
New Areas
• Focus in high growth potential segments like Vaccines and Biogenerics. (will
add significant depth to the existing product pipeline.)
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12. R&D: Key Business strategy.
R&D is a vital R&D History Daiichi Sankyo
component of • Since 1970 Group.
business strategy • first-of-its-kind world • Ranbaxy's New Drug
• sustainable class R&D centre Discovery Research
was commissioned in (NDDR) was
• long-term competitive
1994 transferred on July
advantage
• dedicated facilities for 2010
• over 1,200 R&D
personnel engaged
generics research • Part of the strategy to
and innovative strengthen the global
in path-breaking
research Research and
research.
Development
• Headquartered in
Gurgaon
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13. STRATEGIES
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. Ranbaxy has forayed
into high growth potential segments like Biologics, Oncology and
injectables. These new growth areas will add significant depth to the
existing product pipeline.
The Globalization Strategy
 Growth Strategy
 Poised For Growth
 API Development And Production
 Dosage Form Development And Manufacturing
 Contract Manufacturing

14.  Total Sales -Ranbaxy_AR-2011.pdf
 Page 118.
 Assets- Page 132.
 Manufacturing Cost- Page 109
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15. SWOT ANALYSIS:
STRENGTHS:
 Presence in 23 of the 27 EU countries.
 Low cost of production.
 Efficient technologies for large number of Generics.
 Large pool of skilled technical manpower both in India and abroad.
 Increasing liberalization of government policies.
 Well developed industry with Strong manufacturing Base.
 Rich Bio-diversity.
 Non Infrenging products of Active Pharmaceuticals Ingredients.
 High standards of purity.

16. Opportunities:
 Growing incomes.
 Growing attention for health.
 New diagnoses and new social diseases.
 New therapy approaches.
 Spreading attitude for soft medication (OTC drugs)
 Spreading use of Generic Drugs.
 Globalization
 Easier international trading.
 New markets are opening.
 Supply of generis drugs to developed markets
 Contarct manufacturing arrangements with MNCs.
 Niche player of global Pharmaceuticals and R&D

17. 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.
 Low share of India in World Pharmaceutical Production (1.2% of world production
but having 16.1% of world''s population).
 Very low level of Biotechnology in India and also for New Drug Discovery
Systems.
 Low level of strategic planning for future and also for technology forecasting.
 Production of spurious and low Quality drugs tarnishes the images of industry at
home and abroad.
 Production of Duplicate drugs
 Absence of Association between Institutes and Industry..

18. THREATS:
 Competition From MNCs
 Containment of rising health-care cost.
 High Cost of discovering new products and fewer discoveries.
 Transformation of process patent to product patent.
 Stricter registration procedures.
 High entry cost in newer markets.
 High cost of sales and marketing.
 Non tarrif barriers imposed by developed countries.
 Competition, particularly from generic products.
 Switching over form process patent to product patent.
 Drug price control order put unrealistic ceilings on product prices and
profitability and preventa company from generating investible surplus

19. Thank You