Under the leadership of Kiran Mazumdar-Shaw, Biocon has become one of the top industries in the pharmaceutical market; “earn as you learn” was their winning motto that summed their innovative approach to processes of production and business. Mazumdar- Shaw wanted to become a Master brewer and transformed her Bachelor in Biology into a world success; she overcame the Indian laws against alcohol production and she adapted her plans according to the local availability of fresh fruits and vegetables. Thanks to automated processes, Biocon started a mass production of enzymes and drugs.
When we talk about strategic choices, we refer to how Companies manage their resources, that are: financial, human, productive, and what products or services better …show more content…
The expansion of Biocon India becomes a case similar to the “tools of the trade” of joint ventures, partnerships, alliances and merges; nitty-gritty it means “diversification”. To put in another way, a Company reduces the risks that a unique market share includes, together with alternative sources of money, exchange of knowledge (in line with the “earn as you learn” motto) and technologies. In this case, there exists another brilliant intuition from Kiran Mazumdar-Shaw, that regards the statement from Kalegaonkar, Locke, Lehrich: “Clinical trials represented the most expensive part of the drug development chain: nearly 60% of total development costs, of which nearly 70% went to patient recruitment and medical personnel”.This means a reduction of expenses from Biocon, as a consequence more savings and more benefits to shareholders and stakeholders, even in terms of certainty (of course, revenues build up …show more content…
If we screen the repercussions after the merge with Clinigene, we detect a case of business risk; even more because of the lack of knowledge from Biocon in a new field, like that of the new partner. Repercussions cover both financial and organizational areas; in the second case, the balance of the core values that structured the success of Mazumdar-Shaw's enterprise, would run the hazard of supremacy. In other words, the achievements of Clinigene could endlessly impact the behavior of employees, together with their stable processes.
The primary structure (or lack thereof) that makes Biocon India distinctive. Without hesitation, I'd say they joined their strong bond with their land, together with the respect of the unique skills of workers and finally with their state of art management approach; I specifically refer to their removal of hierarchies, their support of free communications between departments as well as their bottom up
When we talk about strategic choices, we refer to how Companies manage their resources, that are: financial, human, productive, and what products or services better …show more content…
The expansion of Biocon India becomes a case similar to the “tools of the trade” of joint ventures, partnerships, alliances and merges; nitty-gritty it means “diversification”. To put in another way, a Company reduces the risks that a unique market share includes, together with alternative sources of money, exchange of knowledge (in line with the “earn as you learn” motto) and technologies. In this case, there exists another brilliant intuition from Kiran Mazumdar-Shaw, that regards the statement from Kalegaonkar, Locke, Lehrich: “Clinical trials represented the most expensive part of the drug development chain: nearly 60% of total development costs, of which nearly 70% went to patient recruitment and medical personnel”.This means a reduction of expenses from Biocon, as a consequence more savings and more benefits to shareholders and stakeholders, even in terms of certainty (of course, revenues build up …show more content…
If we screen the repercussions after the merge with Clinigene, we detect a case of business risk; even more because of the lack of knowledge from Biocon in a new field, like that of the new partner. Repercussions cover both financial and organizational areas; in the second case, the balance of the core values that structured the success of Mazumdar-Shaw's enterprise, would run the hazard of supremacy. In other words, the achievements of Clinigene could endlessly impact the behavior of employees, together with their stable processes.
The primary structure (or lack thereof) that makes Biocon India distinctive. Without hesitation, I'd say they joined their strong bond with their land, together with the respect of the unique skills of workers and finally with their state of art management approach; I specifically refer to their removal of hierarchies, their support of free communications between departments as well as their bottom up