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Maintaining the momentum: Dilip Shanghvi
has turned Sun into one of the hottest pharma companies in
the country |
About
a year ago, when executives at the Mumbai-based Sun Pharmaceutical
Industries started drawing up budgets for the medium term, they
were struck by the growth in spend in one cost centre: R&D.
From just Rs 20 crore in 2000, the spend on R&D had soared
to Rs 140 crore last year, and was projected to grow over 12 per
cent annually over the next few years. There were two reasons
why a galloping R&D budget was an issue for Sun. One, the
company's size itself. With revenues of Rs 1,264 crore last year,
it meant that Sun was already spending nearly 12 per cent of its
topline on R&D versus an industry average of 7-8 per cent.
Two, as the experience of other bigger, research-intensive
pharma rivals such as Ranbaxy Laboratories and Dr Reddy's Labs
had shown, R&D investments-especially those on developing
new drugs, or new chemical entities (NCEs)-don't immediately translate
into revenues, thereby putting pressure on the bottom line. As
a valuation-conscious Chairman and Managing Director of Sun, Dilip
Shanghvi knew that he had to avoid the fate of players like Ranbaxy,
which has lost 20 per cent of its market value over the last seven
months, thanks to rising R&D costs and falling revenues.
Shanghvi's bold answer to the challenge:
Take the risky innovative, or NCE, research out of Sun and put
it in a separate company. While de-risking Sun was clearly one
reason behind the move, the other was to create two sharply-focussed
companies that would focus on generic drugs (reverse engineered
copies of patent-expired drugs) and new drugs, giving each a chance
to go their respective ways. As Shanghvi, 50, told analysts on
a conference call a day after the company's board approved the
plan on February 9, "Managing innovative products and businesses
requires a very different skill set than generic...the key purpose
of (this) decision is to be able to manage the business more effectively".
Recently, Dr Reddy's created a separate company, Perlecan Pharma,
to lodge some specific NCEs in it, but it continues to do innovative
research. Point: Sun is the only pharma player to have completely
spun off basic research.
Two To Tango
Traditionally, Sun has refrained from giving
details of its new molecules. But now, it will have to reveal
the specifics, since the new company (this will be announced at
a later date) plans on listing on the stock market and for investors
to be able to price its stock, they'll need to know just what
potential winners it has shimmering on its Petri dish. Expect
that information to come through in another month or so. For now,
all that Sun is willing to reveal is that it has one NCE soon
to go into phase two of clinical trials, and two NDDs drugs (that
is, novel drug delivery system, which takes an existing drug and
makes it more effective in terms of either dosage or drug chemistry)
in trials.
Set up with Rs 200 crore in cash and Rs 50
crore in assets (equipment and buildings), the R&D company
will have 120 to 140 people to start with and focus on a few specific
therapeutic areas. Typically, the company will bring successful
molecules past phase two of trials and then license them to another
pharma company. In certain cases, it may try to take the drug
to market on its own.
It will be at least two years before the
R&D company sees its first dollar in revenue. The NCE will
spend another 18 months in phase two, after which it will need
to find a buyer. As for the two NDDs drugs, which are expected
to go into phase two of trials in the US and Europe over the next
three months, it will be another four years before they make it
to the market-if at all. In effect, what Shangvi seems to be saying
with the demerger is that, 'yes, Sun wants to be a drug innovator,
but not at the cost of its generics business'.
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R&D thrust: Innovation will now
be a different ballgame |
Generics All The Way
Compared to innovative research, the R&D
(read: reverse engineering) for generic drugs is far cheaper,
quicker and less risky. So that part of R&D will continue
to be with Sun. At present, formulations (that is, finished drugs)
account for 80 per cent of Sun's revenues and bulk drugs, the
rest. Although Sun was a late-comer to the international markets,
a good 40 per cent of its revenues come from overseas. With its
focus clearly set on generics, Sun can now go after the global
$50-billion market for generics (The us market accounts for a
large chunk of this-about $31 billion). Says a company spokesperson:
"Generics and branded generics would continue to be a business
of predictable revenue and profit growth, as the model that has
worked for us in India is rolled out across markets".
A string of acquisitions over the last 10
years (see A Decade of Dealmaking) ensured Sun's rapid growth
in India and its diversification from speciality prescription
products (for cancer and the central nervous system) to global
generics to bulk drugs. The US has clearly been Sun's most important
target market. In 1997, it bought an ailing $0.8 million firm,
Caraco, which it slowly nursed to health over the years. Last
year, Caraco logged $75 million in revenues and a loss of $1 million.
Able Labs also needs a turnaround, but Shanghvi is counting on
the fact that it will boost Sun's generics portfolio in the US.
With Able, "we will have a presence in all key dosage forms
compared to now, when we are present only in solid and oral segments,"
he says. Injectibles, ointments and creams are some of the forms
Sun intends to tap shortly. Notes Saion Mukherjee, Senior Analyst
at BRICS Securities: "They have niche products that are difficult
to make, so they should have moderate revenues from the us with
comfortable margins."
With $350 million (Rs 1,575 crore) in funds
raised through a foreign currency convertible bond (FCCB) issue,
Shanghvi has enough juice to keep the M&As going. By his own
prediction, domestic business will account for just 30 per cent
of Sun's revenues in another 10 years (compared to 60 per cent
now). Says Ravi Menon, Director and Co-head (Global Investment
Banking-India), HSBC Securities: "The motivation for acquisitions
by Indian pharma companies is to increase their product baskets
and offer niche products, which in turn enhance leverage with
the distribution network." The other advantages, as Menon
points out, are shifting corporate overheads to India, increasing
offshoring possibilities and outsourcing from the country for
production and product development.
Considering that Sun has a minuscule-less
than 1 per cent-share of the us generics market, and almost no
presence in the other regulated markets of Europe and Japan, it
can only grow-provided, of course, it keeps its generics pipeline
flowing. Shanghvi himself is very optimistic, stating at the February
10 analyst meet that "there are many, many products that
are very interesting, very profitable, and can be genericised".
By getting out of innovative R&D he may just have cut the
drag on Sun.
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