Eli Lilly in India: Rethinking the Joint Venture Strategy

1490 Words Dec 22nd, 2014 6 Pages
ADMN417 Assignment 2: Eli Lilly in India: Rethinking the Joint Venture Strategy

Executive summary:
Eli Lilly entered into a joint venture with Ranbaxy in India in 1992. A decade later both must decide whether this relationship remains mutual beneficial. Both companies have enjoyed a strong working relationship with identical value system as well as strong growth.
Ranbaxy has become international and thus needs to concentrate more on generics and growth in US and UK; the joint venture with Eli Lilly no longer seems to be central to Ranbaxy’s current goals. With major changes in India’s regulation and patent protection, Eli Lilly can now enter the Indian market independently and soon would enjoy product patent protection.
Dr. Lorenzo
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Expanding into Asia (including India) so as to implement lower cost clinical testing and share opinions with leaders in the medical industry appeared to be a viable option. Drug prices however were substantially lower in India, profits were capped at 6% and post manufacturing costs were limited at 100%.
Eli Lilly’s decision to create a joint venture was not surprising (figure 1). The India government limited foreign direct investment to 51%, importing was subject to manufacturing at high costs outside the country and then paying high importation tariffs, and licensing was not prudent due to an absolute lack of product patents laws that were needed to protect Eli Lilly’s intellectual property.

Figure 1

Eli Lilly had the right strategy finding Ranbaxy when moving into the Indian market. In 1992, India had loosened restrictions on foreign direct investment to 51%. Both companies had good previous experience and were each considered to be strong players in the industry. Eli Lilly benefitted from the relationship immediately by accessing Ranbaxy’s distribution network including access to difficult international markets such as Russia, getting government approvals, licenses, and low cost supplies. Ranbaxy gained the branding of a foreign name, which suggested ‘good quality’.
Ranbaxy had a core competency of

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