Nicholas Piramal to focus on mega brands
18 Jun 2002
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Kolkata: Nicholas Piramal India Ltd has undertaken marketing initiatives like product rationalisation and has launched new product launches during the last fiscal. As per the company’s annual report, the pharma major now plans to concentrate on mega brands with high-growth potential.
Nicholas Piramal’s primary brands — Phensedyl, Ismo, Supradyn, Gardenal, Stemetil, Haemaccel and Rejoint — account for 67 per cent of the company’s turnover, whereas its secondary brands — Paraxin, Flagyl and Omnatax — account for 24 per cent of its turnover. The secondary brands are the company’s cash cows.
The company plans to gradually phase out its tertiary brands that account for 9 per cent of its turnover.
The company will aggressively launch new products belonging to the high-growth therapeutic segments, which include oral anti-diabetics, anti-depressants, cardiovascular and anti-arthritic drugs. In the previous fiscal, drugs in the respiratory, cardiac, NSAIDs and psychiatry segment accounted for 42 per cent of the company’s formulation turnover.
As a consequence of its integration with Rhone-Poulenc India Ltd, the company has significantly reduced operational complexity of its plants. It has consolidated in-house manufacturing locations in order to align capacities with future demand requirements.
Nicholas Piramal’s primary brands — Phensedyl, Ismo, Supradyn, Gardenal, Stemetil, Haemaccel and Rejoint — account for 67 per cent of the company’s turnover, whereas its secondary brands — Paraxin, Flagyl and Omnatax — account for 24 per cent of its turnover. The secondary brands are the company’s cash cows.The company plans to gradually phase out its tertiary brands that account for 9 per cent of its turnover.
The company will aggressively launch new products belonging to the high-growth therapeutic segments, which include oral anti-diabetics, anti-depressants, cardiovascular and anti-arthritic drugs. In the previous fiscal, drugs in the respiratory, cardiac, NSAIDs and psychiatry segment accounted for 42 per cent of the company’s formulation turnover.
As a consequence of its integration with Rhone-Poulenc India Ltd, the company has significantly reduced operational complexity of its plants. It has consolidated in-house manufacturing locations in order to align capacities with future demand requirements.
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