SEARLE PVT LTD

SUBMITTED TO Mr Naveed Kabir

SUBMITTED BY :
AIZAZ LATIF (23086)
WAQAR AHMED SIDDIQI (23204)
KASHIF RASOOL (23683)
 Acknowledgement

We would like to thank my teacher Mr Naved Kabir for giving us an opportunity to work on this
amazing project. We learned a lot of things and earned great experience which will definitely
help us personally and professionally in future.

We would be remiss to fail to acknowledge our heavy debt to the Manager, To Mr Aquil Ahmed
Regulatory liaison Manager Islamabad , for giving us his time and providing us with all the
knowledge about SEARLE’s Business Development & Research Department and its
functioning.

We would also take this opportunity to thank our parents and family for always supporting us
and guiding us at every step of our lives.

We would also like to thank our friends who have given us great suggestions and support while
we are working on our project.
 Executive Summary

This report provides an analysis and evaluation of the current and prospective standards of the
Regulatory department of Searle. Searle pvt Limited (TSPL) is a private limited company that
ranks fifth in the field of pharmaceuticals. It is recognized as a dedicated provider of quality
healthcare products committed to research and development and its ethical and professional
standards.

Searle has one of the leading R&D departments in the country. The methods of analysis of the
company involved a visit to the company’s head office and an interview with the Director of the
R& D Department.

The report looks over the methods employed by the company to take decision while keeping eye
on competitors It also explores decision techniques and risks approaches used by the company.

An in-depth analysis of the company helped us identify the various internal and external
challenges that are faced by Searle. This provided us with an opportunity to provide them with
some suggestions to improve the company’s performance.
 Introduction
On October 5, 1965 the Searle pvt Limited (TSPL) was incorporated in Pakistan as a Private
Limited Company 1965 as a subsidiary of G.D. Searle & Co., U.S.A. The mission of the
company has been to build an organization which provides its customers with the best possible
products and services in the healthcare and consumer industry. Today, Searle is one of the
leading pharmaceutical companies in Pakistan.

It has two state-of-the art manufacturing facilities in Lahore, and Karachi, Pakistan, which are
the most modern in the country. The manufacturing facility of The Searle Company Ltd. (TSCL)
conforms to the strictest requirements and employs systems and procedures of the highest
standards to provide manufacturing, quality control, warehousing and physical distribution
services to the company, medical profession and ultimate users. The company has consistently
invested heavily in new technologies and state-of-the-art equipment. The plants are being
significantly expanded in all areas to cater for its ever expanding manufacturing operations in
future.

Searle employs around 1200 permanent staff members. The sales force is assisted by a team of
30 marketing support personnel. The hallmark of TSCL's success has been the highly motivated
and well trained sales and marketing team who are consistently engaged in a wide variety of
professional marketing activities.

The Searle Company has a Global Business Division (GBD) which is growing at a fast pace. The
objective of GBD is to establish Searle products beyond the geographical boundaries of Pakistan.
Adding new products to the portfolio in most of the countries provides an opportunity to build on
the base already established in those markets.

The number of employees is the GBD team is also increasing in order to provide professional
services to our customers in each market. It now comprises of more than 70 men and women
from different countries, which include Afghanistan, Cambodia, Myanmar, Philippines, Sri
Lanka, Uganda, and Vietnam. iSearle has also established representative offices. Country
Business Managers/Sales Managers are based in most of these countries to closely monitor the
business activities.

GBD team is geared to grow at an even faster and ready to handle the ever-changing
international business scenario.
TSCL ranks seventh in pharmaceuticals and enjoys an excellent reputation in the field of health
care products throughout the country and is recognized as a dedicated provider of quality
healthcare products committed to research and development and its ethical and professional
standards.

 Vision
 To lead in improving the quality of human life.

 Our Mission
 Which provides its customers with the best possible products and services in the Healthcare and
Consumer Industry
 That is ever evolving in-step with the changing market place to maintain its leadership role.
 Which is a responsible corporate citizen contributing to society and protecting the environment.
 That promotes team spirit amongst its employees whilst maintaining their individuality, in a
culture where people are encouraged to think and strive to achieve their true potential.
 This cares for its employees and shares in their dreams.
 Which works today for a better and secure tomorrow for all its stake holders through innovation,
new product development and sound business practices?
 Which would grow and live beyond each one of us.

 Our Values

Seeking Allah’s pleasure in all that we do Innovation and dedication in all spheres of activity. Serving the
needs of our customers with pation dedication & by honoring our words.

 Profitability:
Enhancing shareholder value through long-term profitability and improving performance ratios.
Corporate Social Responsibility: to enrich our work environment with high levels of performance,
Participation & creativity and supporting society for healthy environment.

 Sense of Urgency:
To drive each individual to achieve company’s objectives. Integrity: in all our dealings. Respect: for our
customers and each other.

Searle’s Research & business Development Department

Searle’s RBD department has a competitive advantage over its rivals. Every employee in RBD
department has command over the technical understanding of business. The employees are aware
of the technical terms of all the departments. For example, they know the marketing concepts,
and financing and budgetary requirements. This strength helps them to screen the right kind of
decision for the department. It also plays a vital role in saving the time of other department heads
to ask the candidate questions related to the field work.
 Our Products
Searle Pakistan Limited (SPL) has comprehensive line of products encircle life itself - addressing
important health needs from infancy to the golden years. Our portfolio includes three major
division; Pharma, Consumer Health and Nutrition. Pharmaceutical range across therapeutic area
such as Cardiovascular, Respiratory Care, Gastroenterology, Pain Management, CNS, Orthocare,
Neuropsychiatry, Probiotics, Antibiotics and Nutritional Care. SPL enjoys the category
championship in wide range of products
 Challenges Faced by Searle’s RBD Department
Searle’s RBD Department serves as the backbone of the company since they provide the right
people for the jobs. At current level the RBD department faces both external and internal
challenges. Few of the challenges highlighted by the assistant manager are discussed below:
The biggest challenge they face is the lack of efficient Research labs, Moreover, due to the
fluctuating economy as well as local and global advancements, there are many changes occurring
rapidly that affect RBD in a wide range of issues. SEARLE’s RBD department has to constantly
update itself for implementing new strategic policies for any organizational change; quality
improvement; productivity and customer’s satisfaction. The RBD department is focused in
construction of effective products to design a better system that motivates customer throughout
their product,.

The need for decisions

Decision-making is a core function of any firm. Without making decisions, it is simply not
possible to stay in business. Generally, product development can be organized into two
categories: the decisions made within a single developmental project and those decisions a firm
makes in establishing an organizational context and in planning its projects
While many people make decisions on single projects, there are only a few people within a firm
able to make organizational decisions spanning several projects That small group must have
access to sufficient information about the science, manufacturing issues, marketing, and financial
aspects of the project to base its decisions upon. Specific success factors include the firm’s
internal clinical capabilities, the ability to internalize critical external knowledge as well as the
means by which the firm organizes developmental activities with key partners. Further success
factors relating to research and development (R&D) have been cited, including: selecting prime
targets for drug discovery, driving rapid experiments that provide decision-critical information,
focusing limited resources to enhance speed, breaking down barriers between research and
manufacturing, and managing product life cycles effectively. If there is a need for international
R&D, the extra costs must be balanced by synergy effects such as reduced time-to-market,
improved effectiveness, and enhanced learning capabilities. Currently, consultants are used more
and more, and in some cases, excessively. As a rule, a firm will consider using a consultant in an
area that is important but that does not need continuous actions. A permanent member of staff
should be considered, if work tasks are repeatedly needed. The firm’s characteristics and way of
conducting development has implications for decision-making. Clearly, different organizations
will make different choices and may use different methods, but each makes decisions on a
collection of issues, such as product concept, architecture, configuration, procurement,
distribution arrangements, and project schedule
Ultimately, the board of directors is responsible for decisions that define a drug portfolio, but
whether it has the appropriate expertise to apply rational thinking to development issues depends
on how it is constituted. In a small firm, the board of directors can substitute lack of expertise in
operational site; thus, financial skills and knowledge about actual operational aspects are helpful.
On the other hand, when the firm size increases together with the level of expertise, a need of
focused specialists in the board of directors decreases, and other characteristics become more
important, such as good social network, political connections, and visions about the future . Of
course, skills in firm self-regulation and media skills would be helpful as there is a tendency of
getting bad publicity when firm size has reached a certain level. Nowadays, pharmaceutical firms
are increasingly relying on academic partnerships for their drug discovery research. This is a new
model where firms are reducing their burden of investments in discovery research and
collaborating more closely with academic institutions. By using collaboration contracts that
prioritize the firm to get developed innovation first before competitors, it is possible to avoid
expensive competitive auctions. In addition, a small biotechnology company can collaborate
with a big pharmaceutical company and use more specialists than otherwise possible. This can be
seen in collaborations between early development firms with a promising drug candidate, which
is then sold conditionally to the bigger company for further development in later clinical phases.
Strategy needs to be developed and executed to create and maintain a lively drug development
environment and a team capable of swift responses. In every case, issues and decision requests
need to be prepared by operational people or consultants if knowledge is not inside the firm.
Today, many large- and middle-size pharmaceutical firms have elaborated their drug
development organizations after proof of concept stage toward cross-functionality by including
clinicians, pharmacologists, statisticians, and persons for regulatory and project management.
The cross-functional nature of these teams enables the decision-making process to become
comprehensive and circumspect. In general, these are aligned by disease area, with each disease
area-responsible director empowered to make go/no-go decisions. Optimizing the structure and
development pathway of biopharmaceutical drug portfolios includes making strategic decisions
on the choice of drugs, the scheduling of critical activities and the possible involvement of third
parties in developmental activities and manufacturing at the various stages for each drug. The
main brake on the process will be restricted cash flow that will reduce the likelihood of success.
George and Farid suggest that naively applying strategies optimal for a particular size of
portfolio to a portfolio of another size is inappropriate. In a pharmaceutical firm, there is an
obligation to make decisions all the time in the course of drug development, and principally, it is
the quality of those decisions that will determine the fate of the organization. Good decisions will
drive activity, but bad ones will reduce the effectiveness of processes. Decisions should be in
accordance with the business plan and in harmony with the firm’s mission. Today’s
pharmaceutical firms form the nodes in large-scale scientific networks that include biotech
companies and also universities. Consequently, decision-making has become more complex than
in the past and now involves many companies and so demands intense cooperation.
 Decision Tool Used y SEARLE PVT LTD

Pharmaceutical firms target their promotion to physicians, chemists and patients. Chemists are an
important entity in pharmaceutical marketing. Despite this there exists very little research on the
promotional tools aimed at chemists. Thus, it becomes important for the marketers to study the perception
of chemists towards the promotion tools being used by the pharmaceutical companies, Medical
representatives, gifts and schemes influence the chemists’ decision to place orders more in comparison to
promotional literature. Thus rather than making expenditure on promotional literature for chemists the
companies should focus on regular visit of medical representatives, gifts and schemes.
SWOT Analysis
 Conclusion

Corporate strategy determines the drug development pipeline with existing projects at different
phases, and that then forms a firm’s current drug portfolio It is a procedure that demands
effective decision-making. Decisions must be orchestrated according to a scheduled project plan
integrated with the strategy of the company. Decision-making is an essential function of any
company and determines long-term success. Recommendation is to form a portfolio plan, which
consists from target drug profiles and how to get there in separate development plans for each
agent. The entire development plan needs to be chalked out for Phase I to post-approval Phase
IV studies, keeping in mind factors such as unmet medical need in the market, mechanism of
action of the new agent, and activity in competitor space. Both the portfolio plan and each drug
development plan need to be updated constantly, and decisions need to be made at preplanned
decision points