Lupin India’s third largest pharmaceutical company in terms of market capitalisation produces and develops a wide range of branded and generic formulations and active pharmaceutical ingredients (APIs). It has its presence in US, Europe, Japan among the foreign countries. And for a bigger share in the international market, the company is looking for acquisitions that will help to build a strong portfolio for the company.
Prior to this, the company has acquired Nanomi BV in Netherland on February 03, 2014. By doing so the company has entered into the technology intensive complex injectables space. While on March 27 this year, the company has acquired 100% equity stake in Laboratories Grin, Mexico. This acquisition has helped the company to enter Mexico, one of the fastest growing pharmaceutical markets in the world. Since 2007 Lupin has acquired nine brand and companies, which includes Tokyo based generic injectables manufacturer Irom Pharmaceutical. Lupin has also made a joint venture with Japan’s Yoshindo to focus on clinical development and commercialisation of biosimilar. So from this we can say that the company is looking for expanding its market share by acquiring new companies. This will help the company to increase its product portfolio which in turn will increase its profitability as well.
Looking on the valuation, the scrip of the company is trading at a price to earnings (P/E) of 23.86x, which is low as compared to P/E of industry leaders like Dr Reddy’s Laboratories and Ranbaxy Laboratories.
correction for previous post……… published
Venture funding works like gears. A typical startup goes through several rounds of funding, and at each round you want to take just enough money to reach the speed where you can shift into the next gear.
Few startups get it quite right. Many are underfunded. A few are overfunded, which is like trying to start driving in third gear.
I think it would help founders to understand funding better—not just the mechanics of it, but what investors are thinking. I was surprised recently when I realized that all the worst problems we faced in our startup were due not to competitors, but investors. Dealing with competitors was easy by comparison.
I don’t mean to suggest that our investors were nothing but a drag on us. They were helpful in negotiating deals, for example. I mean more that conflicts with investors are particularly nasty. Competitors punch you in the jaw, but investors have you by the balls.
Apparently our situation was not unusual. And if trouble with investors is one of the biggest threats to a startup, managing them is one of the most important skills founders need to learn.
Angels are individual rich people. The word was first used for backers of Broadway plays, but now applies to individual investors generally. Angels who’ve made money in technology are preferable, for two reasons: they understand your situation, and they’re a source of contacts and advice.
The contacts and advice can be more important than the money. When del.icio.us took money from investors, they took money from, among others, Tim O’Reilly. The amount he put in was small compared to the VCs who led the round, but Tim is a smart and influential guy and it’s good to have him on your side.
You can do whatever you want with money from consulting or friends and family. With angels we’re now talking about venture funding proper, so it’s time to introduce the concept of exit strategy. Younger would-be founders are often surprised that investors expect them either to sell the company or go public. The reason is that investors need to get their capital back. They’ll only consider companies that have an exit strategy—meaning companies that could get bought or go public.
What seperates the average leader from the successful leader? Is it power? Is it chance? Is it opportunity? Is it luck?
It is none of these. It is their ability to make things happen.“How often do I allow myself and my team to get caught up in practicing daily acts of trivia?”
I hope you answered this question honestly, because I want to challenge you to think about some follow-up
questions:“Do I have a clear understanding of the company’s most important goals?”
“If I don’t, do I challenge my leader to make it clear?”
“Do my peers understand them?”
“As a team, how can we improve ourselves to contribute too these goals?”
“Are there ways we can improve our communication within the team, the company, but more importantly,
amongst our peers?”
“Have I truly tapped into the skills of my team? Do I understand what they are truly capable of and what
skills they may have that I am not aware of?”
“What can I do to support my team better?
As a proactive leader, don’t you think you should be creating clarity in setting the path, direction, and vision for
Charles Bernard is Global CEO of leading French software firm Dassault Systems, which specialises in 3D software. In India to showcase the latest version of his 3D design platform called CATIA for engineering companies, his eyes light up while discussing his firm’s latest innovations. He talks about how Dessault will help change the way people do business. “I want to create 3D experiences for people, not just businesses,” he says.
“Dassault wants to do for design tools what Apple has done to influence our daily life.” He was also gung ho about Dassault’s new Fashion Lab Software, which was a runaway hit at the Milan & New York Fashion Weeks. It helps designers make 3D designs & sketches. The furture of his company, he feels, lies in making 3D store navigation using an ipad, & getting companies to use 3D design to improve efficiency.