Ranbaxy Merger with Daiichi
A Project Report for the partial fulfillment of the PGDF Course at SYMBIOSIS CENTRE OF MANAGEMENT and HUMAN RESOURCE DEVELOPMENT
Submitted by Jayant Agarwal (PGDF-02)
Table of Contents
Sl no 1 2 2.1 2.2 3 3.1 3.2 4 5 5.1 5.2 6 7 7.1 7.2 7.3 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 9 9.1 9.2 10 11
Title Introduction Background of Ranbaxy Brief History Market share of Ranbaxy Background of Daiichi Sankyo Brief History Market share of Daiichi Sankyo SPOT Analysis of the Indian Pharma Industry Resaons for the Deal Why Ranbaxy did it Why Daiichi Sankyo did it Disadvantages of the deal The Deal Shareholding Pattern Interpretation of the Shareholding pattern Financing the Deal Effects of the Acquisition Benefits for Ranbaxy Benefits for Daiichi Sankyo Benefits for the combined company Impact on the Stock Market Shortcomings of the Deal Happenings with Ranbaxy Effect of this on Daiichi Sankyo Recent Trend Analysis of Ranbaxy Financials of Ranbaxy Analysis of the Financials Conclusions References
Page no 2 3 3 4 5 6 6 7 10 11 11 12 12 13 14 15 15 15 15 16 17 17 18 18 20 20 23 23 24
1. INTRODUCTION
In the world of growing economy and globalization, major companies on both domestic and international markets struggle to achieve the optimum market share possible. Everyday business people from top to lower management work to achieve a common goal – being the best at what you do, and getting there as fast as possible. On June 11, 2009 Ranbaxy Laboratories Limited, India’s leading pharmaceutical company, announced that it would become a subsidiary of the Japanese drug-manufacturing firm Daiichi Sankyo Co. Ltd. Ranbaxy, established in the 1960s by the entrepreneur Bhai Mohan Singh, had expanded aggressively over the years and became a global firm with manufacturing operations in 11 countries and it sells drugs in 125 countries. One of the earliest
A Project Report for the partial fulfillment of the PGDF Course at SYMBIOSIS CENTRE OF MANAGEMENT and HUMAN RESOURCE DEVELOPMENT
Submitted by Jayant Agarwal (PGDF-02)
Table of Contents
Sl no 1 2 2.1 2.2 3 3.1 3.2 4 5 5.1 5.2 6 7 7.1 7.2 7.3 8 8.1 8.2 8.3 8.4 8.5 8.6 8.7 9 9.1 9.2 10 11
Title Introduction Background of Ranbaxy Brief History Market share of Ranbaxy Background of Daiichi Sankyo Brief History Market share of Daiichi Sankyo SPOT Analysis of the Indian Pharma Industry Resaons for the Deal Why Ranbaxy did it Why Daiichi Sankyo did it Disadvantages of the deal The Deal Shareholding Pattern Interpretation of the Shareholding pattern Financing the Deal Effects of the Acquisition Benefits for Ranbaxy Benefits for Daiichi Sankyo Benefits for the combined company Impact on the Stock Market Shortcomings of the Deal Happenings with Ranbaxy Effect of this on Daiichi Sankyo Recent Trend Analysis of Ranbaxy Financials of Ranbaxy Analysis of the Financials Conclusions References
Page no 2 3 3 4 5 6 6 7 10 11 11 12 12 13 14 15 15 15 15 16 17 17 18 18 20 20 23 23 24
1. INTRODUCTION
In the world of growing economy and globalization, major companies on both domestic and international markets struggle to achieve the optimum market share possible. Everyday business people from top to lower management work to achieve a common goal – being the best at what you do, and getting there as fast as possible. On June 11, 2009 Ranbaxy Laboratories Limited, India’s leading pharmaceutical company, announced that it would become a subsidiary of the Japanese drug-manufacturing firm Daiichi Sankyo Co. Ltd. Ranbaxy, established in the 1960s by the entrepreneur Bhai Mohan Singh, had expanded aggressively over the years and became a global firm with manufacturing operations in 11 countries and it sells drugs in 125 countries. One of the earliest
References: 2.2 Market share of Ranbaxy ( Year ending as on 31.3.2009) RANK 1 2 3 4 5 6 NAME OF THE COMPANY RANBAXY LABORATORIES LTD