Find information about nri India, Business in India, NRI Loans, NRI Banking, Indian overseas citizen, indian overseas, indian overseas citizen, indian overseas citizenship, ministry of overs…Full description
Women empowerment is not a new concept and its need was sensed much earlier, even before independence. Not only in India but all over the world women have faced atrocities and thus since the beginning of its history they have been challenging gender
Women Entrepreneurs may be defined as the women or a group of women who initiate, organize and operate a business enterprise. Government of India has defined women entrepreneurs as an enterprise owned and controlled by a women having a minimum financ
e commerce in india
its about labour law project ..Full description
Full description
important Judgements in india
An Introduction to understand Vernacular ArchitectureFull description
Full description
Industrial Relation in IndiaFull description
Causes for the Growth of Nationalism
Medical Negligence in IndiaFull description
procedure policeFull description
Eli Lily in India 1. How would you evaluate evaluate Eli Eli Lily’s Lily’s strategy strategy to to enter enter India? India? Eli Lily a leader in pharmaceutical products in USA especially in oral and injectable antibiotics and in supplying insulin and related diabetic care products traced back its incorporation since early 1940s backed by a company philosophy and commitment to achiee e!cellence in scienti"ic and managerial e!celleance#$esearch and %eelopment is al&ays been crucial to Eli Lilly's sustainable success and gro&th# In the mid (0's under the chairmanship o" %ick )ood Eli Lilly began a signi" signi"ica icant nt moe moe to&ard to&ardss global globali*a i*atio tionn o" its operat operation ionss by e!pandi e!panding ng its +US ,compa ,company ny outsid outsidee the USAUSAoperations#as a result by 199. Lilli's presence in cross country production operations e!panded to ./ countries and marketing in more than 10 countries# %uring 199. Eli Lilly headed by Sidney aural &anted to e!pand to Asia &here a promising market "or pharmaceutical goods &as emerging and seeral gro&ing Asian countries like India are liberali*ing their "oreign "oreign trade policies policies by opening their doors to "oreign inestments# inestments# Lilli also looking "or ne& partnerships partnerships "or its clinical clinical testing actiity actiity &hich is essential essential to stay innoatie innoatie and ahead o" its competitors# competitors# Eli Lilly's change in strategy strategy &as due to the reason o" increasing manu"acturing costs due to strict goernmental policies2 rise in in"lation in mid 90s and intrusion o" cheap generic generic drug manu"actures manu"actures in the USA market# )here as in India the manu"actur manu"acturing ing costs are lo&er and recently change in Indian goernment's "oreign trade policy in &hich "oreign inestors can hold up to /13 o&nership in any Indian company as &ell as India &as a country &ith its huge population majority o" &hich belongs to the country's middleclass that possess a great potential customer base# Its major population could a""ord to purchase "oreign medicines &ith slightly higher prices and &ith better uality than the local medicines medicines supplies2 5urther India has borders &ith many deeloping ast economies such as 6hina and $ussia &here Eli Lilly sees the potentiality o" e!pansion #It got $anba!y as its o""shore business partner &hich &as another plus point in its strategy o" e!pansion as $anba!y $anba!y a "amous "amous brand in pharmaceutical pharmaceutical industry industry in the India and &as managed managed by a isionary leader 7 %r# %r# Singh# Singh# hus Eli Lilly's products could be pushed in to Indian markets &ith ease by using its partner's reputation and marketing plat plat"o "orm rm## hus hus due due to this this alli allian ance ce Eli Eli Lill Lilly' y'ss capi capita tall cost cost &as &as proj projec ecte tedd to lo&e lo&err than than in comp compar aris ison on to its its US plants and $8% e!penses &as estimated to remain &ithin the limit as it could share it &ith its partner and there &as possibility to conduct economical clinical research in India Accordingly in spite o" the problems arises due to India's &eak patent la&s &hich preented Eli Lilly "rom sharing its research e!pertise2 choosing India as its inestment destination a nd establishing an alliance &ith $anba!y is o b i o u s l y a smart strategy "or Eli Lilly to establish its presence in India#
2. Consider the three three leaders leaders of the JV? What What are the uniue uniue !hallenges !hallenges ea!h ea!h fa!ed? "ndrew #as!arenhas selected #as!arenhas selected to become the "irst managing director o" the Lilly $anba!y : put e""orts to build the :'s operational team and positioning o" the :s products in the Indian markets# ;e deeloped the marketing strategy to leeraging the possible markets "or its products# 5urther he changed c hanged the :'s name "rom Lilly $anba!y to ulati "aced challenges related to ho& to e!pand :s supporting systems to cope &ith its gro&ing business thus he put the systems and processes together in order to make the company bigger than eer be"ore# Chris (haw succeeded ?ascarehas and "ocused on build systems and processes by hiring senior leel sta"" and created a team in deeloping standard operating procedures ,S+=s- as a preparedness preparedness "or "uture gro&th and e!pansion #Sha& streamlined the sales and marketing processes around therapeutic areas to enhance the kno&ledge capabilities o" the sales and marketing team# Sha& "aced challenges in getting processes and systems organi*ed &hich &ere in a scattered manner in the company# hus he aimed to bring uni"ormity "irst and "oremost &ithin the organi*ation#
). How did the JV *erfor+? What did the *artners learn? Eli Lilly used the $anba!y's kno&ledge about Indian markets to get itsel" established on Indian =harmaceutical industry#$anbo!y supplied products "rom its o&n port"olio to Eli Lilly and help to make Eli Lilly's semi@"inished products marketable# hus Eli Lilly hae used $anba!y's production "acilities and marketing strategy to sell products under its brand name# he : bet&een the t&o companies "ormed &ith a /0/0 partnership &ith an authori*ed capital o" $s .00 million and a subscribed capital o" $s (4 million #he : &as drien by high ethical alues and innoation drien and appeared to be a &in@&in pro"itable "or both the partners# Eli Lilly get bene"ited in acuiring lo& cost Intellectual property rights and clinical trials &ith the support o" $anba!y moreoer the possibility to e!pand to $ussian markets has been strengthened# =resence under the name o" $anba!y helped Eli Lilly to oercome arious trade peculiarities o" Indian markets as &ell as goernment regulations# $anba!y gained the bene"its o" the : &ith Eli Lilly's technological superiority in research and production o" cardio@ascular2 anti@in"ectie2 and anti@cancer drugs# Eli Lilly's strong code o" ethics and customer centric business model helped $anba!y to gain good&ill in the Indian market# It gets access to a number o" "oreign markets including USA &here Eli Lilly is a &ell "amous brand thus by associating &ith it $anba!y see an opportunity "or global e!pansion o" its e!port actiities and manu"acturing plants in "oreign soils# By .000@01 Eli Lilly 7$anba!y : become almost independent &ith a gro&th rate around (3 annually# 5ollo&ing are the learnings by each company "rom the :@ Eli Lilly >ained necessary kno&ledge about India's local market &ithin a short period o" time2 &ithout the :2 it &ould hae taken years o" market research and cost a huge sums o" money to gain by the company# >ot $anba!y's name as a solid brand name to push its products in the Indian markets# >ained kno&ledge about $anba!y's market kno&ledge and access to its intellectual property rights# >et to kno& about goernment regulations and policies &ithout being a""ected it directly as the manu"acturing actiity &as mainly conducted by its partner# $an,a-y >ained prestige to be a global brand in pharmaceutical products and able to get associated &ith a globally "amous brand name# $anba!y can use Eli Lilly's resources and e!pertise to do business in the international market2 &hich could not hae possible easily as $anba!y though popular in the domestic markets yet has no signi"icant kno&ledge about "oreign markets# /. What would you re!o++end to the *artners? In the "ace o" changing global business enironments companies like Eli Lilly "ace tough challenge to maintain the alliance# so Eli Lilly and $anba!y2 need to reie& and re@ealuate their joint enture alliance "rom time to time in order to change as per the situation reuires# he t&o partners2 in spite o" their &ell@kno&n success"ul : hae di""erent goals# Eli Lilly's goal to remain innoatie &hile $anba!y concentrated on genetic drugs# hus it is adisable to remain concentrated on their respectie core actiities and take decision relating to strategic business e!pansion and gro&th &ith accountability "or their decisions #$anba!y has been e!periencing stringent cash "lo& problems due to its e!tended international sales and need to improe its "inancial positions it's maintaining adeuate cash reseres &ith it# Eli Lilly need to deal &ith the &eak I= rights rule in the country in order to protect its trade secretes being leaked# Co& under the ne& pricing policy changes by Indian >ot# thus Eli Lilly could reduce its products and being global price brand Eli Lilly did not &ant local manu"acturing %uring the : time2 no& )ith ne& price control and patent protection it can introduce its products to the Indian ?arket# 5ollo&ing are some challenges that the : is going to "ace in the "oreseeable "uture# 6hange in the global trend o" pharmaceutical industry2 increasing mergers and acuisitions bet&een "irms2 longer approal time "or ne& products2 $ising competition "rom generic drug manu"actures and increasing cost o" inputs and processes# 6hange in the bargaining capacity o" suppliers and customers#
$ecommendations Deep rapid market gro&th as Indian 5oreign trade policies are becoming more liberali*ed so ne& entrants could dilute its e!isting market share#Stretegic Shi"t to&ards chronic therapies# Stay attached to patent products and aim "or more strategic e!pansion in Asia# ?aintain the current operations &ith $anba!y &ith e!isting /0/0 partnership and deelop &ays to protect aluable synergies under changed markets# Eli Lilly needs to be more independent in its Indian operations so that both the companies &ill be able to per"orm at their "ull capacity#