Lupin Limited - India's Leading Pharma Company

The global generics market proved to be a major challenge. Not only was Lupin foraying into unknown territory, but also had to deal with the uncertainties of fluctuating currencies, regulatory issues, patent litigation, unstable political scenarios in some countries and pricing pressures on the generic segment.

Lupin had two dedicated divisions - AAMLA (Asia, Africa, Middle East and Latin America) and the team for CIS to understand global markets and develop entry strategies. These divisions also identified potential alliance partners within these countries. These divisions identified the US, Europe, CIS (Russia, Belarus, Uzbekistan, Azerbaijan, and Kazakhstan) as the major markets...

The domestic herbal market in 2004 was worth Rs. 40 billion with only a few players including Himalaya, Dabur and Baidyanath . The global herbal market was also flourishing. It was valued at over $60 billion with over 50% of the total market in the European Union. Increasing awareness among people and the desire to move towards natural medicines was expected to grow the market further. By 2005, Lupin had launched ten herbal products in various therapeutic segments. Lupin was slowly looking to move into the over-the-counter (OTC) drugs segment as well. This would bring Lupin closer to the consumer through advertising. Another high potential area that Lupin planned to venture into was that of contract research...