Friday, May 31, 2019

The Man Who Was Almost A Man by Richard Wright Essay -- The Man Who W

The Man Who Was Almost A Man by Richard Wright In life, there be many decisions that everyone must make. And with decision- reservation comes consequences, about that we are ready for , and some that we may not be ready for. The author of The Man Who Was Almost a Man, Richard Wright, portrays a young man who wants to be a man, but shows that he is clearly unprepared for manhood and the consequences that come with that responsibility. Through decision making based on self interest, wanting to gain respect from his family, and wanting to institute his dignity, Richard Wright brings forth the main character, Dave, a seventeen year old boy, whose actions show that he is only almost a man. Throughout the story, many of Dave?s decisions were based simply on his own interests. In fact, everything that Dave did was for his own interest, whether good or bad. An example of this would be Dave?s decision to purchase the gun after begging his induce for money. Dave promised his mother that he would bring the gun right back to her so that she could give it to his father. Instead, Dave went against his mother?s will and hid the gun from her. Knowing that making decisions are geared toward, a person?s self interest and their beliefs, it is easily understood why Dave decided to buy the gun from Joe. Dave felt that with a gun, everyone would adopt to respect him, therefore he thought that a gun would make him a man regardless of his age. A person?s decision making can display wheth...

Thursday, May 30, 2019

The Donner Party :: essays research papers

DAVID McCULLOUGH, Host Good evening and welcome to The American Experience. Im David McCullough. At the start of spring in the year 1846 an likeable advertisement appeared in the Springfield, Illinois, Gazette. Westward ho, it declared. Who wants to go to California without costing them anything? As many as eight young men of good character who can force an ox team will be accommodated. Come, boys, you can have as much land as you want without costing you anything. The notice was signed G. Donner, George Donner, leader of what was to become the most famous of all the hundreds of wagon trains to start for the far west, the tragic, now nearly mythic Donner Party. For years Western scholars and novelists have been drawn to the story, til now until now there has been no documentary. Ric Burnss film is a first. Westward ho, indeed. If ever there was a moment when America seemed in the grip of some great, out-of-the-ordinary pull, it was in 1846. The whole mood was for movement, expan sion, and the whole direction was westward. It was in 1846 that the Mormons set out on their trek to the Great Salt Lake. It was in 1846 that the Mexican war began and efficaciously all of Texas, Mexico and California were added to the United States. And it wasnt just young men who answered the call. Whole families and people of all stations in life joined the caravan, which is part of the enchantment of our haunting story. One is struck, for example, by how many women there were in the Donner party and how many of them survived the horrific ordeal they met. Imagine packing up an entire household, verbalize good-bye to all youve known and setting off to walk essentially to walk to California, a continent away, little knowing what was in store. ALEXIS DE TOCQUEVILLE It is odd to look with what feverish ardor Americans pursue prosperity. Ever tormented by the shadowy suspicion that they may not have chosen the shortest route to get it. They pose to the things of this world as if assured that they will never die, and yet rush to snatch any that comes within their reach as if they expected to stop nutriment before they had relished them. Death steps in, in the end, and stops them before they have grown tired of this futile pursuit of that complete felicity which always escapes them.

Wednesday, May 29, 2019

Greed and Malevolence in Macbeth :: Macbeth essays

The Power of Greed and Malevolence in Macbeth William Shakespeares Macbeth is non necessarily a play of fate, but rather a tragedy that occurred as a result of uncontrollable greed and malevolence by Macbeth and his wife. The weird sisters only make suggestions about Macbeths road to kingship they do non cast spells to make true completely their predictions. These interpretations get Macbeth and Lady Macbeth to kill Duncan and secure the title Thane of Clawdor. While in kingship Macbeth elects to kill Banquo and his son, Fleance, for Macbeth was fearful about losing his behind to Fleance. Senseless violence and inner rage cause the King of Scotland to murder Macduffs children and wife. The predictions of the witches are only temptations. The weird sisters never tell Macbeth what to do with these suggestions. He is ab initio curious and disbelieving about these deceptive hags, but he takes their forecasts literally. The witches only make predictions about the future kingship of Macbeth All hail, Macbeth Hail to thee, Thane of Cawdor. Macbeth, along with Lady Macbeth, was obligated for making the judgments that leads to the downfall and destruction of himself. The prophecies predicted by the weird sisters do occur, but one can conclude that latter events, such as the death of Macbeth, were not caused by their direct powers, but they were simply the witches foreknowledge He (the apparitionist) will not be commanded. Heres another / More potent than the first. The vaulting ambitions of Macbeth and Lady Macbeth lead to the death of King Duncan. For the sake of Macbeths ambition, he is willing to murder his cousin, Duncan. Macbeth realizes that murdering his king is perfidious and blasphemous because every king is set on throne by God he is driven by his undying aspiration to steal the throne and be king I have no spur / To tingle the sides of my intent, but only / Vaulting ambition, which oerleaps itself / And falls on th other. Lady Macbeth is also moved b y her avarice to be alongside her husband on the throne. She uses all her strength and intelligence for evil purposes this confident and arrogant authoritarian instills the plan of the murder (of Duncan) to Macbeth We fail? / But screw your courage to the sticking place / And well not fail. When Duncan is asleep. Macbeth is the only individual responsible for the death of his friend Banquo and the flight of Banquos son, Fleance.

Intangible Justice is in the Soul Essay -- Essays Papers

Intangible Justice is in the SoulPlatos Republic, although officially divided into ten books, stomach be separated into two very distinct sections. The first section, roughly spanning Books I through IV, contains a rather tangible investigation of justice in practice. Namely, the section considers what acts or occurrences are just, either in a city or in a man. The second section, beginning around Book V and continuing through the end of the dialogue, deals with the much more abstract issue of justice in a soul. The backbone of this section is the Allegory of the Cave, and the establishment of the philosopher. within these discussions, a new concept of justice is revealed which proves to be the most profound in the dialogue, and comes closest to answering the question of Socrates success in convincing Glaucon and Adeimantus that it pays to be just.The discussion surrounding the Allegory of the Cave, known well independently of the Republic, begins as an attempt by Socrates to make an image of our nature in its education and motive of education. (Plato, Republic1, 514a2). Here, Socrates begins to emphasize the connection between the nature of human education and justicea theme that will become a central element in the definition of justice that the Allegory produces. The Allegory itself begins with a description of people raised in a dark cave who can see hardly the shadows that a fire behind them projects onto the wall they are perpetually facing. The images the people see, the puppets (514b), are all they have ever known, and are therefore thought of as reality, and not a filtered version void of details. Socrates, in fact, calls the people prisoners (514a). Socrates then turns the tables and, perhaps signal... ...mention of the benefits of keeping ones soul free of chaos, Socrates shies away from truly addressing whether it pays or not to be just. The very fact that the second unofficial section of the Republic, which proves to be more dominan t than the first, deals with justice in the soul provideds this phenomenon. In the end, justice is in a persons soul and has little to no connection with the tangible world, and therefore cannot provide tangible benefits to following or disobeying it. This is the real message of the Republic.--------------------------------------------------------------------------------1 Plato. Republic. Trans. Allan Bloom. Basic Books, 1968.2 Stephanus numbers and letters used to cite all works of Plato. They will be used to cite all further quotes from Platos Republic.3 This is in fact the definition of an allegory.

Tuesday, May 28, 2019

Death and We Real Cool Essay -- We Real Cool Essays Gwendolyn Brooks B

Death and We actual Cool The sluggards craving will be the death of him, because his hands refuse to work (Proverbs 2125). The Bible makes a very clear statement in this passage as to how being lazy can be the cause of ones death. We Real Cool is about seven African-American high school dropouts who want everybody else to think that they are cool. These teenagers explain how they stay out late playing pool, fighting, sinning and drinking. Though they think they have everybody else fooled, they know themselves that the destructive behavior they are taking part in will lead to their death. In We Real Cool, Gwendolyn support uses denotation and sound devices to suggest that although some African-Americans may often think of themselves as being cool for dropping out of school, they know in truth that dropping out will give them time to engage in sinful activities which will result in a broken, short life. Brooks uses denotation to suggest that although some African-Americans may often think of themselves as being cool for dropping out of school they know in worldly concern that dropping out will give them time to engage in sinful activities which will result in a broken, short life. We real cool. We / left wing school (Lines 1-2). This explains how these African-American teenagers think that they are cool because they dropped out of high school. We / Lurk late (3-4). The facts that they lurk late just aids in appreciation that these teenagers are dropouts because otherwise they would not be out as late. Not only are these young African-Americans dropouts who stay out late at night, they also get into fights. We / Strike straight (3-4). While staying out late because they are dropouts, the teenagers talked about in t... ...elves as being really cool on the foreign because of the rebellious things they are taking part in and want others to picture them as being cool also. Though on the outside these kids think of themselves as cool and want to give that impression to others, they know the destructive things they are taking part in will soon be the cause of their disordered death. Gwendolyn Brooks demonstrates in her poem, We Real Cool, that even though people view and may acknowledge their own destructive behavior and often think of themselves as being cool, they know in reality their destructive actions will be the inevitable cause of their death. Works Cited The Bible. New International Version. Brooks, Gwendolyn. We Real Cool. Literature An entering to Fiction, Poetry, and Drama. Ed. X.J. Kennedy and Dana Gioia. 6th ed. New York Harper, 1995. 740.

Death and We Real Cool Essay -- We Real Cool Essays Gwendolyn Brooks B

Death and We strong Cool The sluggards craving will be the death of him, be intellect his hands abnegate to work (Proverbs 2125). The Bible makes a very clear statement in this passage as to how being lazy can be the cause of ones death. We Real Cool is ab tabu seven African-American high school drop appears who want everybody else to think that they are composed. These teenagers explain how they stay out belated playing pool, fighting, sinning and drinking. Though they think they have everybody else fooled, they receive themselves that the destructive behavior they are taking part in will guide to their death. In We Real Cool, Gwendolyn Brooks uses denotation and sound devices to suggest that although some African-Americans may much think of themselves as being cool for dropping out of school, they know in truth that dropping out will give them time to engage in sinful activities which will result in a broken, gyp life. Brooks uses denotation to suggest that althou gh some African-Americans may often think of themselves as being cool for dropping out of school they know in reality that dropping out will give them time to engage in sinful activities which will result in a broken, short life. We real cool. We / Left school (Lines 1-2). This explains how these African-American teenagers think that they are cool because they dropped out of high school. We / Lurk late (3-4). The facts that they lurk late just help in understanding that these teenagers are dropouts because otherwise they would not be out as late. Not only are these young African-Americans dropouts who stay out late at night, they also get into fights. We / Strike straight (3-4). While staying out late because they are dropouts, the teenagers talked about in t... ...elves as being really cool on the outback(a) because of the rebellious things they are taking part in and want others to picture them as being cool also. Though on the outside these kids think of themselves as cool and want to give that impression to others, they know the destructive things they are taking part in will soon be the cause of their abrupt death. Gwendolyn Brooks demonstrates in her poem, We Real Cool, that even though people view and may acknowledge their own destructive behavior and often think of themselves as being cool, they know in reality their destructive actions will be the inevitable cause of their death. Works Cited The Bible. New International Version. Brooks, Gwendolyn. We Real Cool. Literature An Introduction to Fiction, Poetry, and Drama. Ed. X.J. Kennedy and Dana Gioia. 6th ed. New York Harper, 1995. 740.

Monday, May 27, 2019

Empowerment supports organisational objectives at the expense of the individual worker Essay

IntroductionCompanies directly be designed in someway, at some level, to develop singulars either for their own involvement, the gilds sake or hope in full for both. The team has become a sophisticated structure. I t is finely engineered, maintained to a high standard, and when running smoothly it is extremely productive ( bread, G, A, 1997 63).It provides an environment in which energy cigarette be maximised towards collective needs, which as well as in whollyows the individual to satisfy his or her own needs indoors build, quite a than only outside of it. So often seemingly dull unimaginative and uncreative employees surprise their companies when they reveal the depth of their energy outside fail. How forever it is the corporate attitudes (Legge, K, 1995 104) that stifled them, and when resignd companies recognise they bind a pool talent, a wealth of resources, at their fingertips.In the 1980s and 1990s rationalisation and downsizing (Legge, K, 1995 53) were very frequently the order of the day therefore adornment became a business necessity.Em providement has been in the forefront of fibre betterment efforts (Cole, G, A, 1997 23). Several businesses worldwide gift been and motionlessness argon currently closely watching quality the ability to produce superior and distinguished goods and services to meet customer needs. The loading to quality today is very present in service industries, non-profit organizations, government agencies, and educational institutions (Mabey at el, 1998 48). Total Quality, as well as known as Total Quality wariness (TQM), is seen otherwise by different stack.Organizations are reportedly introducing soft and hard (Cole, G, A, 1997 67) employee relations policies associated with the shift to human resource oversight (HRM). Softer aspects of HRM, based on the encouragement of employee commitment in support of forethought aims, have received particular attention conk outn their proposed linkage with impro ved organisational performance (Cole, G, A, 1997 67). This has, in binge, led many some other(prenominal) organizations to adopt schemes designed to encourage employee involvement. The concept of say-so has been identified as a recent and advanced manifestation of employee involvement (Cole, G, A, 1997 68). authorisation has been defined in different ways. Some have claimed it is a fundamentally different way of working together (Spencer & Pruss, 1992 271) and quite different from the traditional notion of control (Cole, G, A, 1997 94). Cole (1997) is able to define the concept of empowerment as an application to none managerial roles such as team members. However, he argues there are several(prenominal) possible meanings. These can range from having addd authority (Cole, G, A, 1997 53) and therefore their ability exercise a wider range of choices at work and to be given a more varied and interesting job in the form of job enrichment. At best empowerment increases individuals discretion over how they do their work. It may also provide additional opportunities for group problem solving on operational issues. dominance is seen as ways of giving people more opportunity or power (Mabey et al, 1998 38) to exercise control over, and have office for, their work. It is intended to encourage individuals to use their abilities by enabling them to consider decisions. According to Potterfield (1999), empowerment will be best defined as a way of bestowing upon employees the power to use more judgment and discretion in their work and to enrol more fully in decisions affecting their working lives (Legge, K, 199584).Others are more sceptical. Armstrong (1996) points out that Empowerment, for example, may mean little more than giving employees the opportunity to make suggestions for change (Armstrong, 1996 76). In practice, empowerment is intended to release active employee engagement only so long as it falls within the parameters for which it was selected as a strate gy. In virtually organisations it is charge which defines and adjudicates and ultimately exercises control (Armstrong, 1996 78).The concept of empowerment is based on the belief that to be successful, organisations essential harness the creativity and brain power of all the employees not just a few managers (Graham & Bennett, 1995 3). The idea that everybody in the business has something to contribute represents a radical shift in thinking away from the archaic idea that managers managed and the workforce simply followed orders. The fact that empowerment does represent a radical shift in thinking explains why, in many organisations, the initiative has failed. charge organizations are composed of sceptred persons, although it is not necessarily true that a group of empower persons automatically creates an empowered organization. Organizations that are truly empowered have moved out of the old paradigm of competition and beliefs in limitation and scarcity (Sparrow & Marchington, 1998 291).The face of the contemporary workplace is drastically changing. More and more companies are realising the value of more flat democratic organisational structure (Mabey et al, 1998 23) over the traditional autocratic, hierarchical management styles.In contrast to empowered workplaces, disempowered workforce suffers from poor self-esteem, escape of a individualized vision and a feeling of hopelessness. These attitudes and beliefs form inner barriers that block growth and proactive development (Legge, K, 1995 63) and manifest in the prole in the form of reluctance to accept obligation, hesitance to communicate openly, lack of commitment and ownership and, ultimately, in below average performance. Such employees become passive passengers who are more focused on having their personal needs met than on contributing fully (Sparrow & Marchington, 1998 82) so that the company can grow. Because they feel afraid, uncertain and insecure, they will unconsciously sabotage tonic in terventions and approaches. An example of this is the resistance management often experience when implementing a quality management system (Sparrow & Marchington, 1998 82). In this way employees become a stumbling block to progress instead of much-valued assets.In companies where managers make a concerted effort to delegate and share power and control, the results are not always astonishing (Graham & Bennett, 1995 93). The reason for this is either a lack of understanding of the nature of empowerment, or a greater focus on applying a set of managerial techniques than on creating conditions that are essential for empowerment to thrive.Where empowerment does not work it is because people do not think it through (Mabey & Salaman, 1997 83). To avoid such failures it is important to net income commitment for the senior management team, and then to cascade this down to other levels of management. The hardest group to convince about empowerment are middle managers (Spencer & Pruss, 1992 92), because it is their jobs that are virtually likely to be affected. It is because these managers often have the most to lost that they may have a tendency to undermine or delay implementation of a new policy.The implementation of empowerment in organisations instead of the traditional hierarchies elbow room a flatter organisational structure (Cole, G, A, 1997 57), which can give rise to considerable choler and individual resistance.There are, naturally, many problems that can arise in the empowerment cultivate. Many workers may resist these new responsibilities (Mabey et al, 1998 23) they in fact like having their decisions do for them and will resent the extra burdens (and work).There still may be those workers who resent the implications of greaterself-direction, possibly even arising from an obvious fear. There is an interesting possibility underlying this reaction. Maslow has called this the Jonah Complex, the fear of ones own greatness (Maslow, 1971 34). While Maslow d iscussed this term in a more mystical, spiritual context, it is associated as a flesh of classic block to self-existingisation. Since empowerment speaks to the same sort of needs as self-actualisation, it could be drawn that there is the possibility of a collective sort of Jonah Complex at the heart of many conflicts in organizational transitions.Employees may also be cynical and suspicious of this approach (Gennard & Judge, 1997 235, Hitchcock and Willard, 199527) as another way to get more work out of them for less money. However allowing employees to take an active part in the change process from the very beginning, and covering them that their organization is truly changing will remove some of their wariness.There is also the danger of the employees feeling too empowered (Legge, K, 1995 57) in feeling so independent of other facets of the organization that there might also be troubles in transitioning to teams.Empowerment supports organisational objectives at the expense of th e individual worker to speed up the decision making processes and reducing operational costs (Sparrow & Marchington, 1998 293) by removing unnecessary layers of management such as staff functions, quality control and checking operations. In recollection empowerment is usually advocated to release the creative and innovative capacities of employees (Armstrong, M, 1996386), to provide greater job satisfaction, motivation and commitment and giving people more responsibility enables employees to solve a great sense of achievement from their work therefore. The reasons for empowerment emerging as a concept for our time (Armstrong, M, 1996385) is the need to generate energy release in employees by providing them with visionary leadership and a supporting environment and by treating them as a valuable asset to be invested in rather then as a cost despite the fact that organisations are driven by profit generating, cost reduction and market pressures.Empowerment at workplace level has gre ater justification for management in HRM terms (Beardwell & Holden, 1994582). Management needs to decide how much power to delegate to employees while dogmatic their levels of creative energies and at the same time not undermining managerial prerogatives (Beardwell & Holden, 1994 582). TQM (total quality management) suggests a system whereby worker empowerment is restricted very much within the boundaries set by the management (Beardwell & Holden, 1994 582).Training can provide an opportunity to empower and motivate employees (Honold, L, 1997). Empowering workers in this small way (i.e., schedule the training sessions) during the actual implementation of the organizational change can provide workers with a small degree of control over what is essentially a change in process over which they have no control.Empowerment can be argued as an objective in its own right as a means of extending worker satisfaction (Gennard & Judge, 1997 211). This can be related to the concept of Quality o f Working Life (QWL). It refers primarily to how efficiency of performance depends on job satisfaction, and how to design jobs to increase satisfaction, and therefore performance. The early psychological basis of QWL and of justifications of empowerment relating to increased worker motivation was Herzberg (1968). Herzberg developed a theory called the two-factor theory of motivation.Herzberg argued that job factors could be class as to whether they contributed primarily to satisfaction or dissatisfaction (Spencer & Pruss, 1992 64). There are conditions, which result in dissatisfaction amongst employees when they are not present. If these conditions are present, this does not necessarily motivate employees. present moment there are conditions, which when present in the job, build a strong level of motivation that can result in good job performance.Management very rarely discusses the practical problems in attempting to apply empowerment through quality management (Mabey & Salaman, 199734) therefore employee views and feelings are unheard. The argument in supporting quality management requires an increase in workers skills and results in genuine employee empowerment (Mabey & Salaman, 199734). However, in contrast to the optimistic approach is the argument that empowerment through quality management results in the increasing subordination of employees in return for little or no extra reward(Mabey & Salaman, 199735).Recently, empowerment has become an important Human choice Management tool (Graham & Bennett, 1995 93) in many organisations. It has been portrayed as the ultimate tool to access unleashed potential and help leaders get the best from their people. In reality, however, organisations that are trying to empower people may be fighting an uphill battle. Managers who harbour a fear that affirmative action may imperil their jobs, may be more worried about keeping their jobs than about empowering others. With the rationalization of layers of management, pr omotion is becoming less realistic and, therefore, middle managers share with non-managerial employees evolution feelings of cynicism as well as a heightened sense of estrangement from the predominant goals and values of their employing organizations (Denham, N et al, 1997).According to Maslow (1998), people need a sense of self-determination, autonomy, dignity, and responsibility (Legge, K, 1995 221) to continue to function in a healthy, growth-motivated way. When placed in an environment where any or all of these qualities are removed from them and they are instead pressure to submit to anothers will and think and act under constant supervision (Legge, K, 1995 221), their sense of esteem and self-worth is robbed from them.The implementation of empowerment can be used successfully as a HRM tool as it provides a competitive advantage ensuring organisational survival (Mabey & Salaman, 199725) and at the same time protecting employees jobs. However, employees maybe compelled to work harder and more flexibly for their own good (Mabey & Salaman, 199725) otherwise they might be made redundant for the greater good.The aim of empowerment is to enable employees to actually have to deal with problems to implement solutions quickly and without recourse to supervisors (Gennard & Judge, 1997 71) and or higher levels of management. This is increasingly necessary as large and bureaucratic organisations delayer (Beardwell & Holden, 1994 91) management hierarchies in the search for administrative efficiency and lower costs.Employee empowerment is a very important aspect when considering human resource management. The failure of employers to give employees an opportunity to recruit in decisions affecting their welfare may encourage union member ship (sparrow & Marchington, 1998 53). It is widely believed that one reason managers begin employee involvement programs and seek to empower their employees is to avoid collective action by employees (Cole, G, A, 1997 83). Employee empowerment offers the employers and the employees the chance to be on the same level, so to speak. Empowerment allows them to help make decisions that affect themselves, as well as, the company. Basically, through empowerment, employers and employees are in a win-win situation. The employees feel like they are needed and wanted, while the employers gain satisfaction through their prosperity (Mabey & Salaman, 1997 64).Employee empowerment can be a powerful tool. The now advanced leadership style can increase efficiency and effectiveness inside an organization (Graham & Bennett, 1995 13). It increases productiveness and reduces overhead. Overhead expenses are those needed for carrying on a business, i.e. salaries, rent, heat and advertising (Mabey & Salaman, 1997 39). It gives managers the freedom to dedicate their time to more important matters. Managers can highlight the talents and efforts of all employees. The leader and organisation take advantage of the divided up knowledge of workers (Beardwell & Holden, 1994 64). Managers at the same time develop their own job qualifications and skills attaining personal advancements (Spencer & Pruss, 1992 38).Empowered employees can make decisions and suggestions that will down the line improve service and support, saving money, time and disputes between companies and their customers (Gennard & Judge, 1997 291). Empowerment of qualified employees will provide exceptional customer service in several competitive markets therefore it will improve profits through repeated business (Beardwell & Holden, 1994 76). Customers prefer to deal with employees that have the power to manage arrangements and objections by themselves, without having to frequently inquire of their supervisors (Beardwell & Holden, 1994 76).Empowerment is a strong tool that will increase revenue and improve the bottom line (Sparrow & Marchington, 1998 280). Empowerment is also the best way to promote a good long-lasting employee-customer relationship (Spa rrow & Marchington, 199832). Empowerment also brings benefits to employees. It makes them feel better about their inputs to the company it promotes a greater productivity, and provides them with a sense of personal and professional balance (Cole, G, A, 1997 91). It exercises employees minds to decree alternative and better ways to execute their jobs, and it increases their potential for promotions and job satisfaction. It results in personal growth (Mabey at al, 1998 174) since the whole process enlarges their feelings of confidence and control in themselves and their companies.It is a process that makes workers utilize their full potentials. This enables them to stay behind their decisions, assume risks, participate and take actions. It is a win-win situation (Wilkinson, A, 1998) customers benefit from sharp employees organizations benefit from satisfied customers and sharp employees and employees benefit from improving their confidence and self-esteems.Benefits come with changes in the organizations culture itself. Benefits require changes in management and employees (Mabey at al, 1998 54). For empowerment to succeed, the management pyramid (Mabey et al, 1998 54) must be inverted. Old-fashioned managers must take a tonicity back and for the first time serve their subordinates and give up control. Old-fashioned employees must also agree to changes. They could see empowerment as a holy terror (Spencer & Pruss, 1992 147), especially if they became use to the convenient old style of management structure where the rules and decisions always came from above (Legge, K, 1995 94).Employee involvement and participation schemes are to enhance job responsibility (Legge, K, 1995 24) by providing individuals with more influence over how they perform their tasks (employee empowerment). Each individual can make a personal decision on how to perform his or her task instead of being instructed on how to do so by management. When employees are involved, they have some influ ence on how they perform their job. This in turn is likely to increase their contentment with the job (Mabey at al, 1998 134), the probability that they will remain in that job and their willingness to except changes in the task that make up the job. Individual employees are more likely to be effective members of the workforce (Sparrow & Marchington, 1998 76) if management taps into their knowledge of the job by seeking their opinion on how the job should be performed and how it can be organised better.For employees, the greater empowerment and control given to frontline staff and to their teams has meant a great degree of freedom than ever before in controlling their own working lives (Sparrow & Marchington, 1998166).The power that managers have, the capacity that managers have to influence the behaviour of employees and work responsibilities, must be now shared with employees (Gennard & Judge, 1997 73) through the creation of trust, assurance, motivation, and support for competiti ve needs. Work-related decisions and full control of the work is being pushed down towards the lowest operating levels (Armstrong, M, 1996 58). Self-conducted teams have also emerged, which are groups of empowered employees with no or very little supervision. These groups are able to solve work problems, make choices on schedules and operations, learn to do other employees jobs, and are also held accountable and responsible for the quality of their outputs (Beardwell & Holden, 1994 12)Guest (1987) argued under high commitment management workers would be committed to managements vision, and that management would favour individual contracts over collective agreements as a mean of furthering worker commitment and dependence, therefrom making unions redundant.Employees who feel they are in a stable work environment will feel more secure and empowered (Cole, G, A, 1997 94). Advancement opportunities and rewards/incentive programs should also be implemented, as they feed into how committ ed and employee feels to making affirmatory contributions and whether or not they are recognised for their efforts. Morale, too, provides a good measure of the culture of the organisation. Organisations with a restrictive, secretive environment where information is tightly controlled (Beardwell & Holden, 1994 162) will have less informed less empowered employees. Organisations with a more open environment, where ideas are encouraged from all levels will have a freer flow of information, better-informed employees, and thus higher empowerment.Through the process of employee empowerment, employees feel more valued (Beardwell & Holden, 1994 40) because they are able to participate in the planning process and the decision making process. Empowerment gives employees the opportunity to contribute to the companys overall success (Beardwell & Holden, 1994 40). This helps an employee feel that he/she is truly valued, rather than that they are just a back to be stepped upon by those trying to reach the top. All in all, if the employee is happy with their job, than a paying customer will see that and want to return.Empowerment allows an employee to find new ways to express their creativity (Armstrong, M, 1996 161). Through creativity, employees are able to make sales or transactions an unforgettable and pleasurable experience for customers, thus ensuring the customers return. Employee empowerment can have a profoundly adept impact on the bottom line if used correctly (Mabey et al, 1998 18). Empowerment allocates responsibility to an employee and creates the motivation to reach customer expectations. In order to keep customers for life, employers must empower their employees to make their own decisions.Empowerment gives employees the opportunity to make decisions and suggestions (Cole, G, A, 1997 39) that will down the line improve service and support, saving money, time and disputes between companies and their customers.Empowerment is an aspect, which must be considere d in negotiating an effective team contract (Spencer & Pruss, 1992 69) .The team must be empowered to seek and find information across the existing management structures. The communication aspect of empowerment means that the team must be clearly shown where their work adds value to the company, where their effects will show results and where their work fits in with the companys objectives.Organizations wishing to instil a culture of empowerment must find a way of establishing systems and processes that do not restrict employees. By concentrating on what behaviour is considered optimal for the employees and what they do well, management can adapt, develop and change the organizational structure to produce the sought after behaviour (Erstad, M, 1997). Culture changed programmes are commonly promoted (Mabey et al, 1998 132) to increase the power of the worker, through empowerment. However, critics have argued empowerment is a means of increasing work intensity and gaining greater mana gerial control over labour (Brambell, 1995, Legge, 1989).ConclusionWork place attitudes such as praising teams for success and punishing teams for failure are inherent in our society (Mabey et al, 1998 32) where winning and survival have become synonymous. Businesses are installing empowerment into their organisations to give people more responsibility and asking them to test the corporate boundary limits (Graham & Bennett, 1995 91). A t the same time, organisations are asking staff to be more entrepreneurial, and take more risks. It can be argued employees who empower themselves can be called troublemakers and those who take entrepreneurial risks and fail are referred to as failures. The business ethic which condemns failure as a bad thing is going to restrict its best people (Beardwell & Holden, 1994 12), force them to avoid taking risks that may one day be beneficial and will prevent the team experiencing the excitement of the empowerment which is vital to motivation and team dyn amics.The advantages gained through empowerment are numerous. Employee empowerment allows an organization to unleash the vital, untapped forces of employee creativity and motivation to solve business problems (Legge, K, 1995 50). Empowering employee also allows them to make decisions on the spot. This is very important when you work in an industry where you work directly with a paying customer. When employees are empowered, the employer enables them to offer full service to their clients and protect them from the competition. The rewards of empowerment outweigh the risks of losing the employees themselves (Spencer & Pruss, 1992 203). The retail industry is a perfect example.Managers are learning to give up control and employees are learning how to be responsible for the actions and decisions (Cole, G, A, 1997 34). It is fundamental that management shares information, creates autonomy and feedback, and trains and creates self-directed teams for empowerment to work properly. Managers often prefer not to communicate with employees, and not to share some extremely important information (Beardwell & Holden, 1994 247) with them, but an effective leader must have no hidden agendas. They must treat employees as stakeholders for the road of success (Beardwell & Holden, 1994 247). Employees must have a clear vision of success, because if they are not aware of what success means to the company and where the company is heading, there is no way they can feel empowered to help accomplish this success.Empowerment is not something, which can be passed over from management to employees as a pen is handed from one person to another. It is a complex process, which requires a clear vision, a learning environment both for management and employees, and participation and implementation tools and techniques in order to be successful (Erstad, M, 1997).BibliographyArmstrong, M (1996) A Handbook of Personnel Management Practice, Sixth Edition, Kogan PageBeardwell, I & Holden, L (1994) H uman resource Management- A contemporary perspective, PitmanCole, G, A (1997) Personnel Management, Fourth Edition, LettsDenham, N, Ackers, P & Travers, C (1997) Doing yourself out of a job? How middle managers cope with empowerment , Employee RelationsVolume 19 No. 2Erstad, M (1997) Empowerment and organizational change,International ledger of Contemporary Hospitality Management Volume 9 No. 7Gennard, J & Judge, G (1997) Employee relations, Institute of Personnel & DevelopmentGraham, H, T &Bennett, R (1995) Human Resources Management, Eight Edition, M+E handbooksHonold, L (1997) A review of the literature on employee empowerment, Empowerment in Organisations Volume 5 No. 4Legge, K (1995) Human Resource Management-Rhetorics & Realities, Macmillan BusinessMabey, C & Salaman, G (1997) Strategic Human Resource Management, Blackwell BusinessMabey, C, Skinner, D & Clark, T, (1998) Experiencing Human Resource Management, SageSparrow, P & Marchington, M (1998) Human Resource Management-T he New Agenda, PitmanSpencer, J & Pruss, A (1992) Managing your team, PiatkusWilkinson, A (1998) Empowerment theory and practice, Personnel Review Volume 27 No. 1

Sunday, May 26, 2019

Insider Trading and Martha Stewart Essay

Martha Stewart, homemaker turned media mogul, spent time in 2004 and 2005 in jail for ilsound insider profession. While insider job is not necessarily illegal if reported properly, more often insider trading is done in a fraudulent manner. This paper will examine insider trading and discuss the Martha Stewart case in regards to fraudulent insider trading. Insider trading is when unified insiders such as officers, directors, or holders trade more than 10% of the corporations stocks or securities (wikipedia, 2006).Insider trading is legal as long as the transaction is reported to the Securities and Exchange Commission (SEC) and not based on material non-public information. Insider trading is illegal when a corporate insider is misappropriating private information, and trading on it or secretly relaying the information (wikipedia, 2006). Illegal insider trading is considered a violation of trust to the shareholders and destroys the level playing field for every(prenominal) investors to make decisions based on the same information.In the Martha Stewart case, Stewart received information from her friend Sam Waksal that his company, ImClones cancer drug had been rejected by the FDA originally the information was made public (Rasmussen, 2006). The rejection by the FDA caused ImClones stock to drop sharply. Before this news was made public, Martha Stewart had her stockbroker sell her 4000 shares of ImClone. The inside information saved Stewart a lot of money when she sold her shares premature of the bad news going public for ImClone.The Martha Stewart verdict was justified because Martha was not forthcoming with the information she knew and her motives to sell the stock. Martha and curiously her stockbroker knew they were taking advantage of what seemed like lucky information. Although Martha felt like a scapegoat, there are many others that have probably committed the same offence of insider trading and hopefully this case has helped deter further violations of the law in the future.

Saturday, May 25, 2019

History of Indian Pharma Industry

CHAPTER 1 INTRODUCTION History of Indian pharmaceutical troupe constancy ThePharmaceutical diligenceinIndiais the terra firmas third-largest in terms of volume and stands 14th in terms of jimmy. According to Department of Pharmaceuticals,Ministry of Chemicals and Fertilizers, the total turn everywhere of Indias pharmaceuticals manufacturing surrounded by 2008 and September 2009 wasUS$21. 04 billion. While the domestic market was worth US$ 12. 26 billion. Sale of all(prenominal) references of medicines in the rustic is expected to make up roughUS$19. 22 billion by 2012. Exports of pharmaceuticals merchandises from India increased from US$6. 3 billion in 2006-07 to US$8. 7 billion in 2008-09 a feature annual growth rate of 21. 25%. According toPricewaterhouseCoopers(PWC) in 2010, India joined among the league of choke 10 planetary pharmaceuticals markets in terms of sales by 2020 with value reaching US$50 billion. Some of the major pharmaceutical firms includingSun Phar maceutical,Cadila Healthc arandPiramal Healthc atomic number 18. Thegovernmentstarted to encourage the growth of drug manufacturing by Indian companies in the early 1960s, and with the Patents put to sour in 1970. However, economic liberalization in 90s by the former Prime MinisterP.V. Narasimha Raoand the thenFinanceMinister,Dr. Man Mohan Singhenabled the industry to bring into being what it is instantly. This plain act removed compositionpatentsfrom food and drugs, and though it kept process patents, these were bruskened to a outcome of five to seven years. The lack of patent protection made the Indian market undesirable to the multinational companies that had dominated the market, and while they streamed out. Indian companies carved a niche in twain the Indian and world markets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs.Although some of the larger companies harbour set aboutn baby steps towards drug innovation, the i ndustry as a whole has been following this personal line of credit model until the present. Indiasbiopharmaceuticalindustry clocked a 17 percent growth with revenues of Rs. 137 billion ($3 billion) in the 2009-10 fiscal year over the previous fiscal. Bio-Pharma was the biggest contri yetor generating 60 percent of the industrys growth at Rs. 8, 829 crore, followed by bio-services at Rs. 2, 639 crore and bio-Agri at Rs. 1, 936 crore. The proceeds of purely Indian Pharma companies is fairly low.Indian Pharma industry is mainly operated as well as controlled by dominant irrelevant companies having subsidiaries in India due to availability of cheap repulse in India at last cost. In 2002, over 20,000 registered drug manufacturers in India sold $9 billion worth of formulations and bulk drugs. 85% of these formulations were sold in India while over 60% of the bulk drugs were exported, approximatelyly to the United States and Russia. Most of the players in the market are wasted-to-m edium enterprises 250 of the largest companies control 70% of the Indian market.Thanks to the 1970 Patent Act, multinationals gibe nevertheless 35% of the market, down from 70% thirty years ago. Most Pharma companies operating in India, even the multinationals, employ Indians almost exclusively from the lowest ranks to high level management. Mirroring the social structure, firms are very hierarchical. Homegrown pharmaceuticals, like many other barteres in India, are much a mix of in the public eye(predicate) and private enterprise. Although many of these companies are publicly owned, leadership passes from father to son and the founding family holds a majority character.In terms of the spheric market, India currently holds a low-pitched 1-2% plowshare, hardly it has been growing at approximately 10% per year. India gained its foothold on the global scene with its innovatively engineered generic wine drugs and active pharmaceutical ingredients (API), and it is now seeking to manufacture a major player in outsourced clinical query as well as contract manufacturing and research. There are 74 U. S. FDA-approved manufacturing facilities in India, more than(prenominal) than in any other country outside the U. S, and in 005, almost 20% of all Abbreviated New Drug Applications (ANDA) to the FDA are expected to be filed by Indian companies. Growths in other fields nonwithstanding, generics are still a large part of the picture. London research corporation Global incursion estimates that Indias share of the global generics market give have risen from 4% to 33%. The Indian pharmaceutical industry has become the third largest producer in the world and is poised to grow into an industry of $ 20 billion in 2015 from the current turnover of $ 12 billion. The Indian pharmaceutical industry is a triumph story. 00 000 people are employed in this sector, in some 12 000 firms. 2 900 of them are large scale unit of measurements, following a late(a) article by Pradeep Aggrawal and P. Saibaba in the renowned Economic and Political Weekly of Mumbai (29 September 2001). In the pre- and run- reapingion sector, a further 2. 5 million jobs are model to be involved. Compared to the general price index, drug prices have risen much less in the last 15 years and remain far under average. Worldwide, India is acountry of very low drug prices while producing high quality medicines, Nihchal H.Israni, president of the Indian Drug Manufacturers Association (IDMA), expresss proudly. Self-sufficiency with regard to chemists exceeds 90 percent in spite of the policy of a more open economy pursued by India since 1991. The secret of this success is the Indian Patents Act 1970. India had entered independence with the patent system of the Britishcolonial masters, enacted in 1911. This secured the Indian market for the British industry. Prior to 1970, multinationalcompanies dominated the Indian market with a share of 85%, pharmaceutics were largely impor ted whereas local production remained minimal.Section 83 of the Patents Act 1970 states that patents are granted to encourage inventions and to secure that the inventions are worked in India on acommercial scale and to the fullest extent and not to enable patentees to enjoy a monopoly for the importation. At the turn of the century, the share of multinationals had declined to a share of 40 percent of Indias market, including a substantial share of local processing by multinationals. 45 of the larger scale production units belong to multinationalcompanies. The architect of the patent law of nature of 1970, S.Vedaraman, then director of the Indian Patent Office, summarizes the spirit of the law as follows We are not against patents. And we are prepared to hire decent license fees. But we in India screwingnot afford monopolies. Since then, India has done without product patents for pharmaceutics, with the exception of production processes that may be patented for seven years. In ad dition, the law allowed forcompulsory licenses granted by the state, in the case of a patent holder not granting voluntary licenses on fairconditions. India returned from a large sectionalisation of well-qualified experts who made right-hand(a) use of the new opportunities.These moves did not find much favor with the multinational Pharma-industry. It should not be forgotten, though, that in many industrialcountries, the protection of inventions finished patents was only developed in the last 30 years. The Swiss pharmaceutical industry in particular fought the enactment of a patent law at the end of the 19th century, in order to be able to imitate foreign drugs, such as Aspirin. In the German Reichstag (Parliament) Switzerland wasconsidered a state of robber barons, in France a country of counterfeiters. carrefour patents for medical drugs have only been known in Switzerland since 1978. It is very clear whose interest they wait on. Technology exporters profit from patent protect ion, which shields them from low-costcompetition. Technology importers in other words, most of the developingcountries want access to technical innovations as freely and cheaply as possible, i. e. no patent protection which creates monopolistic barriers. Indeed it was in this carriage that the economic development of Japan, Korea and Taiwan was able to thrive, due to the beneficial absence of patents.The Cipla philosophy has for decades been to get up the principle of relying on ones own strength. For India, this authority striving for a high degree of self-sufficiency in vital areas of health and nutrition, and for our line of handicraft practice, it means aiming for the fulfillment of the charters of the Indian population, the use of indigenous raw materials and of local personnel, says Cipla managing director Y. K. Hamied. This philosophy, feature with technical expertise, moldiness have been the argue that the IndianCouncil for Medical look into suggested to Cipla in 1 990 that the AIDS drug Zidovudine be produced locally.Due to the state investing its hold in means in prevention, the market remained small. In India, approximately US$ 2 million is turned over yearly for AIDS drugs. Of this, Cipla has a share of close 80 percent. This is only a small percentage of Ciplas total turnover of more than US$ 210 million. Indian Pharma industry is very interested in the export of its pharmaceutics. Developingcountries are an consequential market for Indian manufacturers because they produce high quality products at verycompetitive prices. But free trade is hampered by national and transnational patent rules.For a patent does not only constitute the sole right to produce a product but also to import it. notwithstanding these barriers, Indias drug exports exceeded in the year 2000 for the basic clipping US$ 1. 5 billion. The success story of the pharmaceutical sector is part of a wider but less known economic miracle India achieved average rates of e conomic growth for the last 20 years of six percent annually. Major Pharmaceutical Companies in India In the list of top pharmaceutical companies in India it is not the Indian companies but also the MNCs that are becoming the part of the race.Indian pharmaceutical market in 2008 was $7,743m and if compared to year 2007 it was 4% more than that. It is expected that Indian pharmaceutical market will grow more than the global pharmaceutical market and will become $15,490 million in 2014. Today Indian pharmaceutical industry is the second most straightaway growing industry displaying the revenue of Rs 25,196. 48 crore and growth of 27. 32 percent. Top pharmaceutical companies in India are also acquiring the small companies worldwide to further expand the market. Injections, tablets, capsule syrups are the products of Pharma companies in India.Looking plunk for into history reveals that it was in 1930 when the introductory pharmaceutical company in India came into existence in Kolkata . It is called the Bengal Chemicals and Pharmaceutical Works. This Indian company is still there and today it is the part of five drug manufacturing companies that are owned by the government. Till the period of 60 years the pharmaceutical industry in India was overshadowed by the foreign drug manufacturing companies but with the Patent Act in 1970, the whole scenario of pharmaceutical companies in India had changed since then.With this the Indian market was more open to Indian pharmaceutical companies than the MNCs. So with this pharmaceutical companies in India started to grow in number At present there is a cut throat competition among top pharmaceutical companies in India with the native as well as MNCs. But there are certain issues that are concerning the growth of Pharma companies in India. These are ? Mandatory licensing and ill of new pattern system. ? Regular power cuts and inadequate infrastructure. ? Re harshed funding. ? Regulatory hindrances that lead to the delays in the launch of new drug or Pharma product. in like manner many small as well as big pharmaceutical companies and excessive competition. Top 10 Pharmaceutical Companies in India Rank party ca-ca Turnover Amount Remarks 1. Ranbaxy 4198. 96 2. Dr. Reddy Lab. 4162. 25 3. Cipla 3763. 72 4. Sun Pharma 2463. 9 5. Lupin labs 2215. 52 6. Aurobindo Pharma 2080. 19 7. Galxo Smithkline 1773. 41 8. Cadila Healthcare 1613. 00 9. Aventis 983. 80 10. IPCA Laboratories 980. 84 COMPANY PROFILE medley is a global pharmaceutical company operating since 1969 from Mumbai, India. Since launch, the company consolidated its position with a strong merchandise infrastructure. In the year 1976, a formulation plant with modern facility was raise up at Aurangabad followed by a couple of units placed at Daman and Jammu. motley has state of the art facilities maintaining high quality standards at every further stage in manufacturing process with strict adherence to the Good Manufacturing Practices.Medley Pharmaceuticals modified is a multidivisional and multi location organization with strong presence in Pharmaceutical formulations. The specialties include Hematinics, Anti ulcerants, Anti bacterial, Pain management, Gynecology & cardiovascular drugs. We specialize in Iron preparations, our mega brand being R. B. note Syrup. We also have many 1st time in India brands to our credit like Dompan (Domperidone & Pantoprazole), O2 (Ornidazole & Ofloxacin), Tazocef (Tazobactum & ceftriaxone) & Osmium K2 (1st brand of Vitamin K27 cabal in India)Medley ranks amongst the top 40 pharmaceutical companies in India as per ORG IMS. Medley believes that quality is a continuous process and not an isolated stage in the process. They have an extensive distribution ne iirk across the country with 5 Depots, 17 C/Fs & over one hundred fifty0 Stockiest which caters to the retailers. Research & Development The inbuilt quality of products is conscious through and through scientific way o f product development at R&D scale, transfer of technology from lab scale to mass production, uninflected order development, stability studies and process validation.Our current thrust is towards development of innovative dosage forms in the areas of tablets, syrups, aerosols & other types of herbal formulations found in India. We believe that only through integrity one can provide the best medicine to patients whose well being is valued the most as per the company perspective. Medley has established state of the art R&D centers at Daman and Mumbai equipped with the latest ultra modern instruments. These R&D centers have highly experienced police squad of scientists having post graduate & doctorate degrees in the field of pharmacy & chemistry.The R&D centre established at Daman has received panegyric of Department of Science and Technology, Govt. of India in 2006. WORLDWIDE OPERATIONS pic Medley has suffice its eyes on becoming a truly global pharmaceutical company over the nex t decade. Medleys products reach 26 countries with significant presence in Asia, Africa, Middle East, Russia and CIS Medley intend to enhance its International presence base on its policy of Integrity in Medicines and quality of products. Medley already has setup the office in UK and tied up with partner in USA and SA.Medley is aggressively working on finalizing its transaction tie-ups in Brazil. Medley has dynamic team and representative office in Vietnam, Myanmar, Cambodia, Sri Lanka, Kenya, Russia and Kazakhstan. The dynamic field force promotes its specialty formulations. Around 514 formulations are registered in 26 countries. Today International business contributes 12% of Medley sales, but expected to grow substantially in the next three years. We have three manufacturing facilities, two at Daman and one at Jammu which strictly follows WHO GMP guidelines.All our manufacturing facilities are the state of art manufacturing units for oral and liquid section. The Daman Facility is MHRA-UK approved. One of our facilities at DAMAN is certified for Good Manufacturing Practices (GMP) conform to INTERNATIONAL STANDARDS by Competent Regulatory Authorities in Uganda, Sudan, Tanzania, Malawi, Ethiopia, and Yemen. Medley is now preparing for the South Africa. This initiative of Medley would help strive for the growth and to serve the world community. COLLABORATION Collaboration is Key to Our Success-Collaboration, cooperation and partnership are the keys to our success. We are committed to working with our corporate partners to say our research, development, regulatory, manufacturing, merchandise and sales expertise. Identifying good partners and managing long-term relationships is part of our company philosophy. Contract Manufacturing Why Medley for Contract Manufacturing? Medley understands the outsourcing requirements of its customers and transforms their require into solutions. The pharmaceutical industry today is acing challenging business environs due to escalating R and manufacturing costs as well as delays in bringing new drugs to market. Other key factors impacting the industry include Ever change magnitude demands to deliver lower cost of goods & improve customer supply performance Greater product complexity Ongoing regulatory compliance demands By development our contract manufacturing services you can access Medleys comprehensive technology portfolio for pharmaceuticals and the competence we have built up over decades.Knowledge, modern technology and creativity combined with clear and well-defined communication procedures between our teams of experts and customers & above all consistency, world class quality & delivery ahead of time are the key factors for achieving optimum solutions that will surely exceed your expectations. Complete confidentiality and protection of client intellectual property is the heart of the Medley culture. In-Licensing We look at partnering and collaborating as an important strategic approach tha t will complement our growth in India and international markets.We believe in brand building & are leaders in various remedial segments with 3 brands featuring in top 300 (IMS-Health). Our extensive distribution network with more than 1500 stockists, 6 depots & 16 C&Fs approveed by 40 years of marketing experience & strong field force of over 1500 representatives enables us to achieve the leadership position in various redress segments. We use collective experiences and resources that have been proven to work at the highest levels of efficiency to help brands better succeed.Our core areas of marketing expertise include the gastroenterology, cardiovascular, dialectology, gynecology & orthopaedic therapy areas. We seek to establish a long term, mutually rewarding relationship based on exclusive marketing rights business model, as well as co-marketing or strategic alliances for co-development including clinical trials of products for necessary regulatory applauses. Out-Licensing O ur formulation development expertise enables us to develop generic products which are bioequivalent. We seek out-licensing opportunities for our generic formulations for global markets.Our Global Services Formulation development Contract manufacturing of generic formulations for European market Analytical method development and validation Extensive QC capabilities (Micro, Chemical, ICH Stability) Packaging and conveyance Company vision pic MILESTONES 1. First manufacturing operation inAurangabad in 1976 for tablets,capsules and liquid orals. 2. Second unit established in1992 at Damanfor liquid orals. 3. Third unit atDaman established in 1998for tablets and capsules which was later dedicated to Cephalosporin formulations. 4.Fourth unit established atDaman in 2000for large volume liquid orals. 5. Fifth unit established atDaman in 2002for tablets and capsules complying with international regulatory requirements. 6. Medley was accredited asISO 90012000companies during the year 20 03, byAmerican Quality Assessors (AQA). 7. Largest Brand R. B. Toneis number 2 in haematinic segment as per ORG-IMS. Brand O2 launched in 2005is number 1 in the anti diarrhoeal segment as per ORG-IMS. 8. A large manufacturing complex inJammu in 2005spread over12. 5 acresof land. 9. State of the artR&D centres established at Damanwhich has eceived approval of Department of Science and Technology, Govt. of India in2006. 10. Medley received the well deserved accoladeWHO GMP Certificate. INFRASTRUCTURE Daman Plant- The plant is located on bandage No. 18 & 19, Zari causeway road, Kachigam, Daman. This facility is located about 5 km away from Vapi railway station & about 179 km from Mumbai. The biz size is 7602 sq. mtrs, and the construction area is 7335 sq. mtrs. It has dedicated and segregated areas meeting current CGMP requirements for manufacturing of oral dosage forms deterrentlets, Capsules & lucid orals.Adequate areas for storage of Raw materials, Packing materials & finished products has been provided. The manufacturing capacity per annum in single shift is 5 coke lac Tablets & capsules and 46 lac litres of liquid orals. The facility is WHO GMP and Schedule M GMP certified by the Indian FDA. The facility is also approved by bailiwick Drug Authority of Uganda, MOH Sudan, Tanzania, Malawi and Yemen. The Facility is MHRA-UK approved and scheduled for other highly regulated agencies MCC-SA and WHO-Geneva. Jammu Plant- The plant is located at Lane-3, Phase I, SIDCO complex, Bari Brahman, Jammu.This facility is about 20 Kms away from the Jammu Airport. The plot size is 53115 sq. meter and total construction area is 15981 sq. meter. It has dedicated and segregated areas meeting current CGMP requirements for manufacturing of oral dosage forms Tablets, Capsules & Liquid orals. Adequate areas for storage of Raw materials, Packing materials & finished products has been provided. The manufacturing capacity per annum in single shift is 8040 lac Tablets and capsul es and 31. 80 lac liters of liquid orals. COMPANY PRODUCTS SUPRAKARESuprakare is the 2nd biggest division of Medley catering mainly to Orthopaedic & Gastroenterology segments. It is also the fastest growing division of Medley & has one of the most innovative and commencement exercise time launches in the Indian Pharmaceutical Market like DOMPAN (Domperidone plus pantoprazole), Ostium K2 (1st brand of Vitamin K27 combination in India), Tazocef (Tazobactam plus Ceftriaxone), Acenac-N (Aceclofenac plus Pregabalin) to name a few. Today, all of them feature amongst the top 5 brands in their respective segments. Product table analgetic & Analgesic & Muscle Relaxant Anti-Osteoporotic Antibiotics Digestive enzymes Anti-inflammatory Antipyretic Acenac-P Nimsaid-P Colchico 4/8 Mg Ostium K2 Cefo L 50/100/200 Xymex Syrup Acenac-SR Nimsaid-P125/250 Acenac-MR/Mr8 Ostium K2 Forte Cefo L Rediuse Xymex MPS Tablets Suspension Acenac-N Cefo LX 100 Xymex Drops Eezflam Cefo LX 200 Eezflam forte Tazocef 1. 125 NUTRAKARENUTRAKARE, A division of Medley Pharmaceutical is thriving since a decade and is by far the largest division of the company. element is achieving newer heights through unique formulations & innovative ideas. Nutracare is the induct in Gynecology and Anti infective Segments and is known for the brands R. B Tone and O2 (First time launched in India) This features among the Top 300 Brands of Pharmaceutical Industry according to IMS ORG. O2 Tab is ranked 1st in its category in the Ofloxacin and Ornidazole Market O2 Suspension is ranked 2nd in its category in the Ofloxacin and Ornidazole Market R. B Tone is ranked 3rd in the Liquid Iron Market. Product table Haematinics Antibiotic Anti Anti-ulcerants Hepatoprotective Antibiotics Anti-Cold diarrhoeal R. B. Tone Syrup O2 Tablets Domrab Trisoliv Syrup Kefodime 50/100 DT Oncet-CF Tablets R. B. Tone Capsules O2H Tablets Kefodime 200 Oncet-CF Syrup R. B. Tone Forte O2 Suspension K efodime Dry Syrup R. B.Tone Drops O2 Infusion Ofoxin 200/400 R. B. Tone Injection Ofoxin Suspension VAZOKARE Vazokare portion is catering into liveliness Style Segments Cardiology and Dialectology. The division manufactures and markets the quality brands with the ultimate goal of delivering maximum possible benefits to all its customers. It also strives at its best in pass the premium quality medicines at the most economical price, thus serving the society. Vazokare proves its belief in innovation by launching the Indias first and only Glyceryl Trinitrate Spray in pen form.Our mission is to give access to the best healthcare products at the most affordable price. Product table Anti hypertensive Anti-Anginal Lipid Lowering Anti-Diabetic Drugs for neuropathy Multivitamin Agent Betabest XL 25/50 GTN Pen Atorin 5/10/20/40 Gepride M1 Mecobion P 75/150 Mecobion OD Betabest AM 25 GTN Spray Atorin EZ Gepride M1 Mecobion OD Encardil 2. /5/10 Atorin-F Glucozid Tel med AM Glucozid-M Nevol 2. 5/5 Trizem 1/2 NANOKARE It is the newest addition in the coordinate of SBUs of Medley Pharmaceuticals. The Division is exploring the untapped potential to create newer horizons for the company. Medleys entry into the rural market is driven by the fact that we have a vast tell of products which address sickness conditions and health problems widely prevalent in rural areas.The division covers a accreditedm of products in various therapeutic segments like anti-infective, Hematinics, anti diarrhoeal, anti ulcerants, calcium supplementation, anti cold. The Division currently is operating in Maharashtra & Madhya Pradesh, but soon has vision of spreading its tentacles pan India. Product table Haematinics Analgesic and Antibiotic Anti-Ulecerants Antibiotics Multivitamin Antipyretic Antidiarrhoeal R. B. Tone Syrup Nimsaid-P O2 Tablets Dompan Azirite 250/500 Vistamina Tablets R. B.Tone Capsules Nimsaid-P125/250 O2H Tablets Dompan OD Azirite Sus pension Suspension O2 Suspension Ofoxin 200/400 O2 Infusion Cefo Suspension Cefo LX 200 ZENKARE Within a short span of time division has made a good presence in Generic market. In Zenkare, at present, range of 300 products is available in various therapeutic segments. Introduction of new products will be done timely as per the market demand. COMPETITORS universe Pharma military personnel Pharma, the 8thlargest Pharmaceutical Company of India, was incepted in 1995 with a meager capital of? ?50 lakhs and 20 employees.Today, we are amongst the top 5 fastest growing Pharmaceutical companies of India with an employee base of more than 9000 and heading towards a turnover of pic2500 crores. We aspire to aid the community in leading a red-blooded invigoration through two parallel objectives formulating, developing & commercializing medicines and delivering affordable & accessible medication that satisfies urgent medical needs. military man is a fully integrated pharmaceutical company, with a comprehensive network of 62 C agents & 6000 Stockiest. With a pan India presence, our offerings span in Antibiotics, Antifungals, Gastrointestinals, NSAIDs, Anthelmintics, Cardiovascular, Dermal and Erectile Dysfunction categories.Our strong portfolio of businesses, geographies and products ranging from Pharma to popular otc & FMCG brands Unwanted72, PregaNews, Kustody, Adiction, Gas-O-Fast, Manforce Condoms and Kaloree1 provide us the strategic benefits of integration that allow us to perform best in an increasingly competitive market. With the thrust of making headway, in 2007 Mankind acquired Magnet Labs Pvt. Ltd. and marked its marketing presence in antipsychotic segment. In January 2010, Mankind acquiredLongifene, the former brand of UCB Belgium. We are further expanding the horizon of Serving Lifein Vietnam Philippines,Myanmar and other regulated and semi-regulated markets by 2015.Today, by and by those tentative first steps, Mankinds voyage i s not only going strong but radiating new standards and that miniscule initial investment has grown by giant strides to crores of rupees in wealth for Mankinds stakeholders. Having succeeded in garnering the trust of all, Mankind will continue to dream big on its path of novelty and eminence and millions of consumers will relish the results with contentment thereafter. Our Mission To support a healthy & active lifestyle through our broad portfolio of Pharma, OTC & FMCG products Our Vision To be the No. 1 Pharma Company of India by 2015 1. Mankind Pharma 2. denudation Mankind 3. Life star Pharma 4. Special Mankind 5. Future Mankind 6.Magnet Labs Ranbaxy Pharma Ranbaxy Laboratories Limited (Ranbaxy), Indias largest pharmaceutical company, 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. Ranbaxy today has a presence in 23 of the t op 25 pharmaceutical markets of the world. The company has a global footprint in 43 countries, best manufacturing facilities in 8 countries and serves customers in 125. 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. The transformational deal will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global reach and in its capabilities in drug development and manufacturing. Ranbaxy was incarnate in 1961 and went public in 1973. Mission Ranbaxys mission is enriching lives globally, with quality and affordable pharmaceuticals. Financials For the year 2011, the company recorded Global Sales of US $ 2. 1 Bn. The Company have a balanced mix of revenues from emerging and developed markets hat contribute 47% and 46% respectively . In 2011, North America, the companys largest market contributed sales of US $ 791 Mn, Europe contributing US $ 297 Mn and Asia clocking sales. Strategy Ranbaxy is centralizeed 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 developed and emerging markets. It is the companys constant Endeavour to provide a wide basket of generic and innovator products, leveraging the unique loan-blend Business Model with Daiichi Sankyo. In Japan, Daiichi Sankyo Espha Co. , Ltd. (DS Espha) will market generic drugs.As part of the Hybrid Business Model, Daiichi Sankyo will utilize Ranbaxys strong manufacturing capabilities and expertise in developing generic medicines for the Japan and market them. The company will also increasingly focus in high growth potential segments like Vaccines and Biosimilars. These new areas will add significant depth to the existing product pipeline. R Ranbaxy views its R capabilities as a vital component of its business strategy that will provide a sustainable, long-term competitive advantage. The company has a pool of over megabyte R scientists engaged in path-breaking research. Ranbaxy is among the few Indian pharmaceutical companies in India to have started its research program in the late 70s, in support of its global ambitions. A first-of-its-kind world class R&D centre was commissioned in 1994.Today, the company has multi-disciplinary R&D centers at Gurgaon, in India, with dedicated facilities for generics research and innovative research. The R&D environment reflects its commitment to be a leader in the generics space offering value added formulations and development of NDA/ANDAs, based on its Novel Drug Delivery System (NDDS) research capability. Ranbaxys first significant international success using the NDDS technology platform came in September 1999, when the company out-licensed its first once-a-day formulation. Ran baxy has developed the anti-malarial new drug, arterolane maleate + piperaquine phosphate that has been approved by the Indian Drug Regulator, Drug Controller General of India (DCGI) for manufacturing and marketing in India.In April 2012, the company launched Indias first new drug, Synriam TM, for the treatment of uncomplicated Plasmodium falciparum malaria, in adults. Within Ranbaxy, there is a sharper focus on R&D of Generics, as the company is increasingly working on more complex and specialist areas. People The Companys business philosophy based on delivering value to its stakeholders ceaselessly inspires its people to innovate, achieve excellence and set new global benchmarks. Driven by the passion of its over 14,000 strong multicultural work force comprising of more than 50 nationalities, Ranbaxy continues to aggressively pursue its mission of Enriching lives globally, with quality and affordable pharmaceuticals. Piramal PharmaPiramal Enterprises is the flagship company of t he Piramal Group and is a world leader in its various business verticals. It has a global footprint of over 100 countries, manufacturing bases in USA, Great Britain, Sri Lanka, China and Canada and a diversified workforce representing the Piramal Groups diversified global portfolio. Recently, the UN conclave on Trade and Developments World Investment Report 2011 ranked Piramal Enterprises CMO (contract manufacturing) business vertical as number five in the top 10 pharmaceutical contract manufacturers worldwide and was awarded the number one position amongst all Indian CMOs. Drug discovery and research is an important part of the business.Piramal Enterprises aspires to be the first Indian company to discover, develop and launch its own NCE drug in the global market and has made steady progress towards that goal. The company has more than 115 issued patents and 395 pending patent applications in several countries. The patents and pending applications cover a wide variety of areas acr oss multiple discovery and development programs including compositions of thing (NCEs and natural products), methods of treatment, biomarkers, diagnostics, pharmaceutical compositions, drug delivery systems, etc. Healthcare Information Management In May 2012, Piramal Enterprises Ltd acquired Decision Resources Group (DRG), a US based company, which is an independent provider of decision support tools, analytics and research for the global healthcare industry. make outed to offer the Gold Standard in analysis according to many of its clients, DRG provides web-enabled insights and prognostic analytics via a variety of high value reports, selective informationbases, tools and advisory services to the global bio-pharmaceutical, managed care and med-tech industries. DRG is foc apply on three main market segments (1) The Bio Pharma business unit provides reports, databases and advisory services on drug utilization trends and forecasting in a variety of therapeutic areas (2) The Market A ccess business provides database and analytical services that healthcare companies use to assess the current and forthcoming opportunity of their products acceptance into a market. (3) The Medical Technology business provides actionable insights and data on the medical device markets.Headquartered outside of Boston, DRG has a global presence with offices in Belgium, Canada, England and Japan. Indiareit is the real estate equity funding arm. It the largest Reit fund by AUM (assets under management) in India i. e. Rs 3800 crore by June, 2011. It has domestic and offshore funds, and has recently raised funds from UK, Singapore and Dubai. PHL Finance Pvt Ltd. is the non-banking financial company (NBFC) that has recently formed to look into funding of real estate and infrastructure projects. Cipla Pharma Cipla was established in 1935 with the vision of making India self-reliant and self-sufficient in healthcare. Today, we are one of the worlds largest generic pharmaceutical companies wi th a presence in over 170 countries.We are renowned for making affordable, world-class medicines that meet the needs of patients across therapies. We also offer services like consulting, commissioning, plant engineering, technical know-how transfer and support. Since inception in 1935, caring has been at the core of everything we do at Cipla. For patients, caring is a annunciate that we will do whatever it takes to ensure they have continued access to the highest quality medicines at affordable prices whether a disease affects millions or just a few hundreds. To the medical fraternity, caring means the assurance of world-class medicines and support across multiple therapeutic areas.For business partners, caring brings the confidence of always get world-class quality and competitive prices. For employees, caring manifests itself in a safe, equal-opportunities workplace that fosters innovation for a healthier world. History Ciplas journey began in 1935 when our founder, Dr. K. A. Ha mied, set up an enterprise with the vision to make India self-sufficient in healthcare. Over the past 77 years, we have emerged as one of the worlds most respected pharmaceutical names, not just in India but worldwide. We have 34 state-of-the-art manufacturing facilities that make Active Pharmaceutical Ingredients (APIs) and formulations, which have been approved by major international Regulatory Agencies.We have over 2000 products in 65 therapeutic categories with over 40 dosage forms, covering a wide spectrum of diseases ranging from communicable, non-communicable, greenness and emerging diseases to even rare diseases. Our Research and Development (R&D) centre is focused on developing innovative products and drug delivery systems, giving the country and the world many Firsts. Today, we are one of the worlds largest generic pharmaceutical companies with a strong presence in over 170 countries. We maintain world-class quality across all our products and services. Whether its for mi llions or for just a few hundreds, our journey to care for all humanity continues. Milestones 1. In 1935, our founder, Dr. K. A. Hamied set up Cipla to make India self-reliant in healthcare. 2.In 1939, Mahatma Gandhi visited Cipla and inspired our founder to make essential medicines for the country, and strive for self-sufficiency. During World War II, when India was dependent on imported medicines and there was an terrific shortage of life-saving drugs, we manufactured them for the country. 3. In the 1960s, we pioneered API manufacturing in the country and helped lay the foundation for the bulk drug industry in India. 4. In 1970, we spearheaded the New Patent truth by which an Indian pharmaceutical company was allowed to manufacture a patented product as long as the process to manufacture it was changed. This enabled Indian companies for the first time to manufacture any medicines and make them available and ffordable for all Indians. 5. In 1978, we pioneered inhalation therapy i n India with the manufacture of Metered-Dose Inhaler (MDI), at a time when the country stopped receiving imported supplies. Today, we have the worlds largest range of inhaled medication and devices. 6. In 1994, we launched Deferiprone, the worlds first oral iron chelator which revolutionized the treatment for thalassemia. For the first time patients with thalassemia had an option that was affordable, painless and convenient. 7. In 1996, we gave the world the first transparent dry powder inhaler which was so simple and easy to use, it changed the lay out of inhalation therapy in India. 8.In 2001, we pioneered the access to HIV treatment by making antiretrovirals (ARVs) available at less than a Dollar a Day. The cost of treatment dramatically fell from $12,000 per patient per year to $300 per patient per year. This caused a revolution where HIV treatment became a reality for the world and millions of lives could be saved. 9. During the 2005 bird Flu epidemic, we produced an anti-flu drug within a period of 2-3 months, which would have normally taken at least 3 years to develop. 10. In 2012, we made a breakthrough in reducing the prices of cancer drugs, thus making world-class medicines affordable and accessible to cancer patients. THE SEVEN WORST MISTAKES IN pharmaceutical company drive (AND SECRETS TO AVOID THEM)In todays Pharma environment, the product launch period has become critical. To set up a pattern for long-term sales and profits, products mustiness make a big splash upon their introduction. But making this happen is a process that can be filled with uncertainty, confusion and frustration. Mistakes can set back years of effort and millions of dollars in expenses. Understanding the biggest mistakes Pharma marketers can make during launch can help savvy leaders prevent catastrophes, and plot a clear path towards profit. What are the biggest mistakes Pharma marketers make during pre-launch planning, and how can they be avoided? 1. Focusing on Product , Forgetting Everything ElseSure, a big part of launching a drug revolves around the drug itself developing the chemical composition, submitting the drug for approval, ensuring formulary positioning, and more all focus on the physical product. But often mixed-up in the mix is the customer and market. Long before a product is complete and ready for sale, you need a deep taste of your customers and the market you are targeting. That means understanding, in-depth, some key points ? The disease you are treating, including standards of care for that therapeutic area ? The people it affects. ? The needs of patients with the disease ? The needs of physicians treating these patients ? Key opinion leaders and professional associations in the therapeutic area ? Trends in patient access, managed care acceptance and reimbursement in the disease area Key regulatory milestones and requirements affecting the disease and the product To further know your market, you must also understand your prod uct in terms of the competition that already exists, and that which is likely to develop before and after launch. Knowing how your product will stack up against other players in the marketplace points toward the true benefits of your drug for customers. Pre-launch planning should include some tough questions ? How is your product better than the pharmaceuticals and intervention that already exist? ? How can an average customer, payer, physician or pharmacist severalize between your product and its competition? How will the product provide benefit that is different than other Pharma offerings? ? How will your competitors respond to your market entry? ? How will the competitive landscape change over time? Is this area going to explode with entries? Will generics infiltrate soon? 2. running(a) with the Wrong Team A good product is important. But just as, if not more, important is the team guiding that product to market, and pushing it towards success. Instrumental in developing, mark eting and selling the Pharma product is a team that boasts knowledge, experience and skills. Choosing this team is a delicate endeavor, and should combine leaders from all pay grades and units.While product managers, marketing directors and managers are often the go-to team members, chosen for their titles, successful product launches need a team with creativity, problem-solving ability and persistence, skills that can transcend titles. Businesses should therefore build launch teams based on experience and talent for the unique process of launch. 3. Working in Silos For effective pre-launch planning, company departments must work together. Why is cross-functional work necessary for successful pre-launches? Consider product research and development, which can often take place in a vacuum. With a cross-functional team, R&D can learn the concerns and needs of marketers, incorporating new research points that can be instrumental in later positioning and sales.Of course, collaboration on this level can be a daunting prospect for Pharma companies, long organized by silos and strict division of tasks. Cross-functional collaboration is the pinnacle of marketing and pharmaceutical hopes, but what often happens in implementation is a crash and burn. Breaking the idea down into tactical steps, however, can ease the process from the very beginning ? instal and gather the pre-launch cross-functional team, including R&D, medical and regulatory affairs, and other divisions of importance. For this team of leaders from these departments, the need to differentiate the ultimate product and create value must be explicitly stressed. ? Provide clear objectives for the team, as well as clearly assigned responsibilities.Everyone must understand his or her role in developing and capturing the product value. ? As key activities take place, particularly market research, review all findings with the team. ? Brainstorm and memorise the needs of customers in the target area, including wh at is meaningful and valuable to physicians, patients and payers. ? Develop options for creating and demonstrating value to the customer base. Together, the team must brainstorm options, anticipating regulatory requirements, clinical development needs and marketing potential. Consider options also in terms of managed care organizations perspectives, and how the company can alleviate any concerns. One collaborative partnership that is especially important to launch is that between marketing and sales. Most marketing communications people dont have a direct relationship with their sellers, and dont understand the realities that the sellers gift in everyday sales situations. Cooperative launch planning can ensure that the sales team has the pre-launch education to get new products off to a big bang, and all the materials and education they need to address target questions. 4. Rushing Launch Everyone wants the competitive advantages of being first to the market, or first to address a unique need. But rushing product launch can come at the expense of long-term success.In attempts to speed along launch, many companies give short shrift to critical areas, and dont try to accelerate more appropriate areas. The most-commonly skipped steps in a time crunch include primary research, business case development and cross-functional coordination, all of them crucial in best serving the market and customers. Companies can also neglect to devote enough time to marketing and sales tactics, brand positioning, pricing, operational support and other key decisions. Due diligence is essential in these areas, and can be tightly project-managed without losing time. An area that can be sped up rather easily, however, is one that many companies dont think about.By investing more attention and energy into initial regulatory approval, and obtaining that approval as quickly, efficiently and comprehensively as possible, far greater value can be earned over a products life. Several regulat ory means exist through which companies can look to accelerate market arrival. ? Priority Review It offers an abbreviated priority review process for specific products that can certify a key point they serve a specific and notable unmet medical need. ? Orphan Drugs This program offer market exclusivity for the drugs for rare diseases, but this period is offered only to the drug that receives market approval first.Applications for these orphan drugs are given greater levels of support and feedback from regulators, meaning approvals are accelerated. 5. Failure to Track, Assess and Learn entranceway a new product can be a very educational experience for all those involved. But without the means of measuring success, tracking activities, and larn from mistakes, all the lessons of launch can be forgotten, creating a missed opportunity to improve future launches. Companies should take advantage of credible metrics to measure success during the pre-launch period, and participate in a po st-launch review. Companies can strengthen their processes, and set themselves up for future successes. 6. Using a One-Size-Fits-All Approach Consistency is a critical business practice.But many companies can take this desire overboard, fitting every new product into the same mold, and eliminating the creativity and uniqueness of each product. One way to put up the cookie-cutter approach, and create a product that can be in it for long haul, is lifecycle management. The key to better, customized product success far into the lifecycle is considering these types of strategies early, even in pre-launch. Product lifecycle management means more than plotting a counter-attack against generics. A true product lifecycle strategy is focused on maximizing the profitability of a product over its life. There are several ways to do this, and they figure prominently in the pre-launch period. Be Proactive. Start early, plan ahead, and prepare for any and all scenarios that will arise during a pro ducts life. ? Organize. Set up the cross-functional teams that will enable a comprehensive perspective and approach, whether or not these are official Lifecycle Management teams. Establish clear ownership and accountability for key actions, and defined lines of authority. More than anything, the team must include members that have the actual power and skills to drive action precedent and make any necessary changes. ? Franchise Make plans for your specific product, but also consider the possibilities for further expanding into the therapeutic area.A therapy franchise dominates this area through complementary color products, and can be accomplished through solo efforts or licensing partnerships. ? Expand. Plan for current uses of the product, but also never stop thinking about the future uses and areas to expand into. ? Reformulate. Choose the best form of delivery that makes sense in todays environment, but set the groundwork for new innovations. Scientists are advancing the art o f formulation every day, so keep aware and keep focus on newer, patient-friendly methods of administration. Reformulation down the line is an important way of expanding a drugs usefulness and audience. ? Protect. Through the pre-launch period, the focus should be on speeding the product to approval to leverage the amount of patent exclusivity.During a products lifecycle, the team must study all regulatory trends and methods of maintaining patent protection. Prolonging the time before generic competition is an essential means of protecting the time and energy put into drug production. ? Switch. Think a successful OTC switch will be just the key for protection years down the line? Not without extensive planning that reaches back into the pre-launch period. Some experts contend the switch should be planned while the drug is still in clinical trials, and at a minimum of seven or eight years before action. ? Shut Down. Think you shouldnt even consider the end of the line when youre in p re-launch?Think again. Exit strategies should be planned and plotted. Far too often a product is allowed to limp along in its latter years, consuming valuable organizational and financial resources. Consider the long-term and the potential scenarios for actively managing the end-of-life phase, and pinpoint the cutoff point for when the product no longer delivers value. 7. Missing Out on the Secret Weapon of Analytics No matter how much you plan ahead, new drug development is inherently risky in todays environment. Increasingly, Pharma managers and marketers need a way to assess the potential of new products, and the likelihood of success upon launch.Analytics models can provide insight on what drives your target consumers, and help predict actual launch results. The Eularis Pre-Launch Analytics Systems, for example, have been implemented and worked successfully during both pre-launch and launch of numerous pharmaceutical brands. Due to effective pre-launch analytics and planning tha t created strong preparation for a successful launch, these products continue to be category leaders. For anyone involved in the pre-launch and lifecycle management of the product, analytics will provide significant assistance through the myriad problems and challenges that comes in this task. SWOT ANALYSIS OF MEDLEY PHARMA Strengths 1.Strong growth in emerging market business in Suprakare division. 2. Introduction of Caramel & Zinc salt in Nutracare market that has very limited competition. 3. Co-operative and experient Sales team. 4. Price policy as compare to Competitors. 5. Brand value of Medley Pharma. Weakness 1. Limited presence in Indian market. 2. Weak in delivering new products in short time. 3. Lack of motivation factor among MRs & distribution team. Opportunity 1. Capture the untapped Market 2. Can Increase their share in contract manufacturing. 3. Can improve the commission based dissatisfaction among sales team. 4. Can work on promoting brand in remote areas too. 5.Ca n also work on Generic market division too which is yet to launched. Threat 1. Stiff competition from many Indian and other global brands means limited market share growth. 2. Better range of new products by competitors at rapid speed. 3. High price & quality sensitivity of consumers. 4. Stringent patent regulations. CHAPTER 2 RESEARCH METHODLOGY & OBJECTIVES OBJECTIVES OF THE STUDY 1. To study the possible hurdles for launching a new Pharma products. 2. To study the different competitors of Medley Pharma. 3. To study the brand value of Medley Pharma in market. 4. To study the perception and satisfaction level among Doctors & Druggists towards Medley Pharma. SIGNIFICANCE OF THE STUDY This research is helpful for the Medley Pharma in understanding the buying preferences of the Distributors with regard to a) Price b) Quality c) Sales Commission ? This research is helpful for the Medley Pharma in understanding the role of the Advertising in establishing the market of the product. ? Thi s research also helpful for Medley Pharma to improve their Distribution model. RESEARCH methodology Research methodology is a way to systematically solve the researchers problem or it may be understood as a science of poring over how research is done scientifically. It defines various steps that are adopted by a researcher in studying his research problem along with logical system behind them. ? Steps to be followed for Research process- ? SAMPLING AND SAMPLE DESIGN- SAMPLING try can be defined as the pick of some part of an aggregate or meat on the basis of which a judgment or inference about the aggregate or totality is made. In other words it is the process of obtaining information about an entire population by examining only a part of it. The process of sampling is used for various reasons- ? Sampling saves time and money. It is usually less expensive and produces results at faster speed. ? It provides more accurate information. ? It enables to estimate the sampling errors and thus assists in obtaining information concerning characteristics of population. ? It also enables greater speed of collection of data. The ultimate test of sample flesh is how well it represents the characteristics of the population it purports to represent.In measurement terms the sample must be valid which depends upon ? Accuracy It is the degree to which biasness is absent from the sample. ? Precision It represents how well the sample represents the population in all respect. SAMPLE DESIGN A sample design is a definite plan for obtaining a sample from the sampling frame. It refers to the technique or the procedure that is adopted in selecting the sampling units from which inferences about the population is drawn. Sampling design is determined before the collection of the data. Several decisions have to be taken in context to the decision about the appropriate sample plectron so that accurate data is obtained and efficient results are drawn.Following questions have to be considered while sampling design- ? What is the relevant population? ? What is the sampling frame? ? What is the type of sample? ? What sample size is needed? Sample Size It indicates the number of individual who would be surveyed. Here the sample size is 102. Respondents Doctors, Distributors, Retailers & Medical representatives of Medley Pharma. METHODOLOGY We were supposed to operate from Medley Pharmaceuticals Ambala Division. We were made aware about all the products Medley was providing with a more stress on their core product Division i. e. Nutracare. methodological analysis (OTJ-On the job) Methodology of the project starts with In the first phase we are trained and they teach us different things about market. ? They provide the database of Distribution channel. ? indeed after that we have to provide details of product & their USPs. ? Then we have to visit the point to retrieve the information from the respondents. ? Maintaining records of feedback of respondents regular basis. Methodology (OFTJ-Off the job) Exploratory research is a type ofresearch conducted because a problem has not been clearly defined. Exploratory research helps determine the best research design, data collection method and selection of subjects. Given its fundamental nature, exploratory research often concludes that a perceivedproblem does not actually exist.Exploratory research often relies on secondary research such as reviewing available literature and/or data, or qualitative approaches such as informal discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups,projective methods, case studies or pilot studies. The results of exploratory research are not usually useful for decision makingby them, but they can provide significant insight into a given situation. Although the results of qualitative research can give some indication as to the why, how and when something occurs, it cannot tell us how oft en or how many. Exploratory research is not typically generalized to the population at large. Exploratory Research Research is exploratory when you use no earlier model as a basis of your study. The most usual reason for using this approach is that you have no other choice.Normally you would like to take an earlier theory as a support, but there perhaps is none, or all available models come from misemploy contexts. Exploratory research means that hardly anything is known about the matter at the outset ofthe project. You then have to begin with a rather dark impression of what you should study, and it is also impossible to make a detailed work plan in advance. Analysis in exploratory research is essentially abstract entity and Generalization Abstraction means that you translate the empirical observations, measurements etc. into concepts generalization means arranging the material so that it disengages from single persons, occurrences etc. and focus on those structures (in varianc es) that are common to all or most of the cases.According to Alasuutari, in qualitative analysis of empirical findings, you can distinguish two phases but these two point of intersection Simplification of observations Interpretation of results (or solving the enigma) In the simplification phase, the material is inspected from the theoretical point of view of the study project, and only the points relevant from this angle are noted. Details differing from