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Book value is also known as Net Asset Value of a company. The market capitalization here is taken for the fully paid-up equity share of the company. No Recommendations details available for this stock. Check out other stock recos. Analysis for Stock generated Novartis India Ltd. For the quarter ended , the company has reported a Standalone Total Income of Rs Company has reported net profit after tax of Rs 7. Christopher Snook, Mr.
Sanjay Murdeshwar, Ms. Monaz Noble, Ms. Sandra Martryes, Mr. Jai Hiremath, Mr. Sanker Parameswaran. As on , the company has a total of 2. Show More. Pharma - Indian. You are advised to exercise caution, discretion and independent judgment with regards to the same and seek advice from professionals and certified experts before taking any decisions.
Nifty 18, Zomato Ltd. By comparing the income of the pharmaceutical units of Sandoz and Ciba with industry standards, they arrived at goals for reducing costs and jobs see article, page Worldwide, Novartis deployed task forces, each assigned to find cost synergies in a specific area, to identify possible cuts and to create a time plan.
Breu said. He added: "By the time we completed the merger, we had all these plans, done by the responsible managers, not M. So, on Jan. Research discovers new drug candidates, while development shepherds these new chemical or molecular entities through the laboratory and clinical trials that lead to regulatory approval.
From discovery to new drug approval often takes 10 years or more, and 9 out of 10 drug candidates fail somewhere along the way. Any increased efficiency in this process would pay disproportionate returns. Although Ciba-Geigy and Sandoz had faced each other across the Rhine River for decades, their cultures and structures were very different. Nowhere was this more apparent than in research. Sandoz had a distributed model, with each division responsible for turning science into products, while Ciba-Geigy maintained a central organization, almost like an academic institution, with a charter to do pure research that the divisions could then commercialize.
Herrling, Novartis's head of research, who held the corresponding position at Sandoz. So you had two classes of science. We said, in the merger, there has to be one class, so we took the best 60 percent.
The other 40 percent were put to work in other parts of the company. Traditionally, Ciba and Sandoz, like many major drug companies, had geographically centered research organizations for the United States, Western Europe and other regions of the globe.
Herrling said. So in the merger we were able to do something that would otherwise have been difficult: abolish the geographical centers. So a whole level of senior management in research disappeared; worldwide, about people were reassigned. One risk of the new system is that "by having these seven areas, you have the risk they will build walls," Dr.
One effect of the merger was to change the weighting of some of these therapeutic areas -- notably in oncology. Although both Sandoz and Ciba-Geigy had strong research efforts in cancer, neither was a leader. But Novartis, through a combination of internal efforts and partnerships with a raft of biotechnology companies, has the broadest technology base in oncology of any major pharmaceutical company.
But the new approach to research brought challenges. We have to deal with these local differences; there are huge penalties if you ignore them. Another area of difference between Sandoz and Ciba-Geigy was how they managed strategic alliances.
Both had created a network of partnerships with small biotechnology companies to augment their internal research efforts. But while Ciba had for the most part taken minority equity positions in its partners and refrained from active management, Sandoz had typically taken larger stakes, often involving board seats, and had in several cases subsequently acquired the companies.
The drawbacks of equity-based partnerships are that "you can only do them at arm's length, you have the board obligations, you know things you aren't supposed to know," he said. Three Novartis executives, including its chairman, Alex Krauer, serve on the board of Chiron, which is the world's second largest biotech company, behind Amgen Inc.
Chiron's chairman, William Rutter, serves on Novartis's board. Edward Penhoet, Chiron's president, said that while Novartis appears to have moved to a management model much more like that of Sandoz, the nature of its partnership has not changed.
They're good board members, but they not trying to assert day-to-day management in any way. I don't know how that will be with Novartis. It's too soon to tell. It is something we have to work on. But both companies had initiated process improvement programs in development before the merger, which could now be combined. For example, both companies had embarked on a project to speed the time from new drug discovery to market, from an average of For each new drug candidate, Sandoz assigned a professional project manager who did nothing but manage that drug's development; Ciba had part-time project managers who also retained line functions, like clinical studies or toxicology work.
Novartis has adopted the Sandoz approach. Reinhardt said. The global organizations now have recipes, procedures that are the same for all projects all over the world. Reinhardt describes the merger not as a difficult time, but as a learning experience. If you are positive about it, it's like joining a new company. Yetter, who came to Novartis after the merger as chief executive of the Novartis Pharmaceutical Corporation in the United States, the experience was one of literally joining a new company.
Exelon, a new drug for Alzheimer's disease, currently awaits approval in the United States. Yetter said. Although Novartis ranked first in global market share, it was only in seventh place in the United States. Just 35 percent of Novartis's pharmaceutical revenue came from the United States, compared with roughly 50 percent for Glaxo or Merck.
But with three new drugs ready to introduce and more on the way, the potential for growth was strong. So even as it trimmed its head count by 10 percent companywide, Novartis nearly doubled its United States field sales force, to 2, And Mr. Yetter said he was confident that year-end figures from I.
Following the positive results in the United States, the company has since increased sales personnel in eight other countries. Of the remaining 94, employees, the company said that it wanted to reduce the head count by 10, to 12, and that it wanted to accomplish 60 percent of these cuts by the end of , 70 percent by the end of and 80 percent by the end of As a leading global medicines company, Novartis uses innovative science and digital technologies to create transformative treatments in areas of great medical need.
Novartis products reach nearly million people globally and we are finding innovative ways to expand access to our latest treatments. Our vision is to be a trusted leader in changing the practice of medicine.
Our strategy is to focus on Novartis as a leading medicines company powered by advanced therapy platforms and data science. About , people of more than nationalities work at Novartis around the world.
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