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                  | NAME:  MALVINDER SINGH AGE: 33
 DESIGNATION: CEO & MD
 STATE: Ranbaxy Labs
 |  He 
                is yet another entrepreneur who wants to make it big outside India. 
                "we want to be among the world's top five generic drug firms. 
                And we should get there by 2012," gushes Malvinder Singh. 
                Ranbaxy is already among the top 10 generics firms in the world. 
                So what's he doing to get there? To start with, he's shopping 
                for companies across the globe.  Ranbaxy acquired GlaxoSmithKline's (GSK's) 
                generic business unit, Mundogen, in Spain last week for an undisclosed 
                amount. This was its fifth big acquisition in the last five months. 
                On March 30, this year, it bought Belgium's seventh largest generic 
                company, Ethimed, for about $50 million (Rs 225 crore then). Just 
                a day before that, it had closed a deal with one of Romania's 
                largest independent generics company Terapia, for $324 million 
                (Rs 1,522.8 crore). Two days before that, it had bought GSK's 
                unbranded generic business in Italy for an undisclosed amount. 
                And on March 21, Ranbaxy had acquired the rights to us-based Senetek's 
                auto-injector device as well as the company's assets.   The objective of these acquisitions, says 
                Singh, is to strengthen the company's base in the CIS and the 
                European market. The former is the fastest growing and latter, 
                at around $15 billion (Rs 70,500 crore), the second largest generics 
                market after the US. "The results of these acquisitions will 
                soon show on our balance sheet," says Singh. But he quickly 
                clarifies that inorganic growth is not the only way his company 
                expects to achieve its growth targets. Ranbaxy has set itself 
                a goal of $2 billion (Rs 9,400 crore) in revenues by 2007; total 
                revenues in December 2005 were $1.2 billion (Rs 5,640 crore). 
                What's his management style like? "A free atmosphere is essential 
                to unleash the capabilities of team members. So I delegate responsibilities 
                to my team members, create an enabling atmosphere and give them 
                space to work." At the core of all these endeavours, he says, 
                is the commitment to create value for shareholders. "I am 
                an entrepreneur at heart and value-creation is the ultimate objective 
                of any true-blue entrepreneur," he says. |