High-noon Laboratories Limited

Q. No.1. What was the first blow, which had a great impact on the revenue of High
noon Laboratories?
Ans:
Highnoons achievement of its chosen mission and objectives, encompassing
excellence in all operational undertakings and business practices and winning
confidence of doctors, pharmacists and consumers at large. Enabled High noon as
becoming the leading national pharmaceutical, ranked 16th* amongst 336 licensed
pharmaceutical manufacturing companies including 33 multinationals operating in
Pakistan.
Another fact behind their success is Highnoons therapeutic focus in
Cardiology, Gastroenterology and Psychiatry, the singular honor of having direct
investment by way of equity from the United Kingdom amongst all the national
pharmaceutical companies and their focus on the Human resource contributed to
the growth in their revenue by 14% in 2003. High-noon's therapeutic focus in
Cardiology, Gastroenterology and Psychiatry which lead to the development of
franchises, and got admiration in the healthcare industry and is considered as the
symbol of its enterprising approach.
High noon also wholly owned subsidiary namely Dynalog Services (Private)
Limited (DSL) through which it is engaged in the business of trading and
distribution of pharmaceutical and other products.

Q. No. 2. Which two international partners have been separated from High noon
and why and what was the impact of that separation on High noon?

Ans:
Forged Strategic alliances with some of the best-known names in the global
pharmaceutical industry led to the separation.
i.e.: 1.
2.

Synthelabo (Now Sanofi acquired it across the world).

Solvacy (Now Abbott had acquired it across the world)

In the loss of the strategic alliance with Synthelabo and Solvacy, High-noon
has lost total of 960-mio businesses per anum, and in that contrast High-noon also
suffered declining market share and IMS ranking from 13 positions to 20th position
from 1999 to 2011.

Q. No.3. What was the major lacking in Highnoons strategic decisions while
failing in Partnerships and Alliances?

Ans:
In their Strategic objectives they did not emphasized on strengthening,
maintaining and nourishing the partnerships and Alliances with the best-known
names in the global pharmaceutical industry. i.e.: Synthelabo and Solvacy which
were then acquired by Sanofi and Abbott because they knew the importance of
association with the Best-known names in the industry.

Q. No.4. Being an independent analysis, what do you analyze that what was the
major lacking in the strategies?

Ans:
1. The major lacking in their strategies included not emphasizing/giving
importance to their partnerships and alliance with Synthelabo and
Solvacy.
2. The Very High turnover of Sales & Marketing staff instead of their
claims of having them at first priority.
3. They should also focus on their products for the treatment of alimentary
tract and metabolism, obesity preparations, erythropoietin products, ear,
diabetics, malaria, musculoskeletal system, nose, and throat, and genitor
urinary system and hormones, respiratory system, and systemic antiinfective, instead of mainly focusing on Cardiology, Gastroenterology,
and Psychiatry.

Q. No.5. If you would have been hired as CEO of the company, then what major
steps and strategies will be taken place in order to overcome the High noon shortterm and long-term problems?

Ans: If I would have been hired as the CEO of the company then my major steps
and strategies would have been revolved around solving the issue of High turnover
of sales and marketing issue, because they are the people companys effectiveness
relies on and company had spend their time and money on their training and
development and polishing their skills to work out for the company in a better way.
By reaching at the cause that causes this turnover issue.
Secondly I would be focusing on maintaining and developing the relationships
with suppliers and distributors in order to not commit the mistake which caused the
lost of Solvacy and Synthelabo.
Thirdly the focus would also be on the products other than only Cardiology,
Gastroenterology, and Psychiatry, but the main focus will remain on above stated
products as these are the real assets of the company.

GETZ PHARMA

Q. 1. After going through the case of Getz Pharma what do you understand
regarding the success factors of Getz Pharma, Please list down 1 to 10 success
factors?

Ans:
1. Visionary Leadership (CEO)
2. Hired Best People (H.O.Ds)
3. Paid best to Best (Best Pay Master)
4. Vibrant new product Development (Expanding new products in each
category)
5. New Marketing Strategies (unique policies for Consultants, Junior Doctors,
RMOs/MOs and General Practitioners)
6. Customer Expansion
7. Team Expansion
8. Reward System (internal rewards, incentives, Promotions)
9. Effective selection of Me too Products
10.Hiring of very much competitive Human resource

Q. 2. What is the most important factor for the phenomenal success of Getz
Pharma in Pakistan & overseas markets and why & how it is contributed in the
success?

Ans:
The most important factor for the phenomenal success of Getz Pharma in
Pakistan is and in overseas market is their Visionary leadership, which highly
contributed to the success of Getz Pharma and made it worth $700 million from
$30 million. The second most important factor which contributed to the success is
their unique marketing strategies.
Q. 3. How Getz Pharma is different in Sales & Marketing strategies as compared to
its local and international competitors in Pakistan?

Ans:
The Getz Pharma is different in sales and marketing strategies as compared
to its local and international competitors in Pakistan in the way that they settled
different policies and strategies for Consultants, Junior Doctors, RMOs/MOs and
General Practitioners. Like they not only focused on the marketing strategies for
Consultants by sending them to the International conferences and making their
participations in other scientific activities and arranging get together for them but
they also focused on General practitioners which in turned to be very profitable for
them because GPs had a big pool of patients. They also increased internal
promotions and offered lubricate/attractive incentives to their employees to
increase their motivation to perform better and work in for the betterment of the
company. Their marketing strategies also are an ideal mix of public awareness
campaigns, disease awareness and prevention campaigns, scientific promotion, and
customer relationship management.

Q. 4. You have been appointed as Director Marketing and Sales in the main rival
company of Getz Pharma and CEO asked you to beat Getz Pharma in three years
time period and gave you absolute authority in order to take any possible and
strategic decision. Assume Getz Pharma is Rs. 7Billion and your Company is Rs. 4
Billion right now?

Ans:
My Emphasis would be on, formulating and manufacturing world-class
branded generics, develop drug dossiers, manage registration of pharmaceutical
products, engage in contract research and development, strengthening B2B
partnerships, and offer marketing, sales and distribution in our regions of operation
with the help of best human resource and best strategic policies.
I would also lay a strong emphasis on showing the flag in new geographical areas
with special regard to countries in the Asia Pacific, Central Asia, the African
Markets and the Middle East. I would also emphasize on initiating the internal
promotional tools to motivate our employees to perform well and strive for the
best. Through above stated practices I would be able to beat Getz Pharma in the
spam of three years.

OBS Group (Pharmaceutical)

Q.1: What are the main problems faced by the OBS management?
Ans:
1. Leadership Crisis (Poor Leadership)
2. Inappropriate agreement with Organon
3. Less concentrations on OBS Pharma
4. Lapses in marketing Strategies
5. Lack of the Vision of Me too products
6. Didnt launched substitute me too products
7. Poor HR performance
8. Poor financial literacy and Crunch

Q.2: What are the reasons of existing problems of OBS?

Ans:
The main reason of their existing problems is their poor leadership (not
having visionary leadership) which led them to inappropriate decisions like
underestimation of me too products, OBS Pharma, inappropriate contract with
Organon and not properly managing their Financial resources.

Q.3: What should be the solution of those problems?

Ans:
The Solution of the above problems is lining within the Visionary leadership
and launching of me too products instead of acquiring further companies. Bringing
the quality Human resource would also help excel companies performance and the
main decisions crucial for the growth of the company.

Q.4: If you would be hired as CEO of the company then what should be your
actions and recommendations in order to fix the problematic situation?
Ans:
If I would have been hired as a CEO of this company my first priority should
revolve around hiring the best for the positions like HODs, and building
competitive Human Resource, secondly I would be focusing on launching of me
too products in order to abridge the market gap, and enter into to international
markets to expand my scale of operations for the purpose of making more money
and making the international presence. Restructuring of the marketing activities
and allocation of budgets for these types of activities to create awareness, build
strong brand image and of course generating more revenues and in last but not the
least I would focus on creating and maintaining the leadership position of OBS
pharmas therapeutic products in National as well as international markets and
also working on the opportunities to turn in our favor.