Research Report - 1835223090 - Renata Pharmaceuticals Limited - A K M Masahedul Alam Khan

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A Research Report on Renata Pharmaceutical Limited

Submitted by A K M Masahedul Alam Khan
A Research Report
on
Renata Pharmaceutical Limited
Strategic Management
EMB590, Section 1
Submitted By
A K M Masahedul Alam Khan
1835223090
Submitted To
Professor. M. Nazmul Amin, Ph.D.
North South University, Dhaka, Bangladesh
&
(Monash Business School, Monash University, Melbourne, Australia);
ALA Scholar
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Thursday, December 30, 2021
To,
Professor Dr. Nazmul Amin Majumdar Ph.D
Department of MBA & EMBA Programs North South University.
Subject: Submission of a research report on Renata Pharmaceutical Limited,
Dear Sir:
This is my pleasure to submit the report of EMB690: Strategic Management

successfully. I have tried my best to show the most accurate information within the given
timeframe. This report has provided me the opportunity to relate strategic management
related concepts with the real-world practices. If I had not got the opportunity to go through
to prepare this report on Renata Pharmaceutical, I would never be able to understand the real-
world strategic event that a company can experience in its lifetime.
In this regard, I have tried to complete this report maintaining the quality as per your
expectation. It would be really grateful, if this report feels to you informative and I hope you
will appreciate my effort to prepare this report.
Sincerely,
A K M Masahedul Alam Khan
ID 1835223090
EMBA, North South University,
Dhaka, Bangladesh.
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ACKNOWLEDGEMENT
First of all, I would like to express my heartiest gratitude to the Almighty Allah for
giving me the strength and knowledge to successfully complete this project within due time.
I am really thankful to my Instructor and Advisor Dr. Nazmul Amin Majumdar Ph.D,
Professor, Department of MBA & EMBA Programs, North South University, for his
guidance, direction, spontaneous support and constructive suggestions. The learning of
Strategic Management is vast, however, my advisor made it easier for me as well as for the
whole class. I have tried to just make a framework of my learning from EMB 690 course
through this report.
My special thanks go to Renata Pharmaceutical Limited for their massive and

informative website, through which I got every information to relate with the theories I have
been taught in my classes of EMB690.
Finally, I would like to thank my family members for supporting me to complete this
report within the due time. Without their support It was not so easy to write even a single
word.
Thank you for your cooperation.

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CONTENT:
1. Executive Summary..................................................................................................................6
2. Introduction:.............................................................................................................................7
2.1 History or Background of Renata:...........................................................................................9
2.1.1 Establishment year:............................................................................................................10
2.1.2 Listing Year:......................................................................................................................11
2.1.3 Marketing Strategy:...........................................................................................................11
2.2 Marketing strategy for potential buyer:................................................................................11
2.3 Renata Financial Trend.........................................................................................................14
3. External Analysis Renata........................................................................................................16
3.1 External Analysis..................................................................................................................17
3.1.1 And below listed which significantly the external factors of Renata....................................17
3.2 Macro Environmental Analysis.............................................................................................18
3.2.1 Political Factors:.................................................................................................................18
3.2.2 Economic Factors:..............................................................................................................18
3.2.3 Social Factors:....................................................................................................................19
3.2.4 Technological Factors:........................................................................................................19
3.2.5 Environmental Factors:......................................................................................................19
3.2.6 Legal Factors:.....................................................................................................................19
3.3 The Micro Environment/ General Environment....................................................................20
3.3.1 The Micro Environment of Renata.....................................................................................20
3.3.2 Industry Structure..............................................................................................................21
3.3.3 Strategic Group Mapping:..................................................................................................22
3.3.4 Competitor Analysis...........................................................................................................22
3.3.5 Driving Forces....................................................................................................................23
3.3.6 Critical Success Factors......................................................................................................23
3.4 The component of Micro Environment of Renata..................................................................23
3.4.1 Global.................................................................................................................................24
3.4.2 Demographic......................................................................................................................24
3.4.3 Socio-Cultural....................................................................................................................24
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3.4.4 Economic............................................................................................................................25
3.4.5 Political/ Legal....................................................................................................................25
3.4.6 Technological.....................................................................................................................25
3.4.7 Industry Environment........................................................................................................25
3.4.8 Competitor Environment....................................................................................................26
4. Porter's Five Forces Analysis..................................................................................................26
4.1 Porter’s five forces analysis on Renata:.................................................................................27
4.1.1 Bargaining power of suppliers:...........................................................................................27
4.1.2 Threat of substitute products:.............................................................................................27
4.1.3 Bargaining power of buyers................................................................................................27
4.1.4 Threat of new entrants:......................................................................................................27
4.1.5 Competitive Rivalry:..........................................................................................................28
5. Internal Analysis Renata.........................................................................................................28
5.1 And below listed which significantly the internal factors of Renata.......................................28
5.2 Resources..............................................................................................................................29
5.2.1 Capabilities.........................................................................................................................30
5.2.2 Core Competencies.............................................................................................................31
5.2.3 Discovering Core Competencies..........................................................................................31
5.2.4 Competitive Advantage......................................................................................................32
5.2.5 Strategic Competitiveness...................................................................................................32
5.2.6 Core competencies..............................................................................................................33
6. SWOT Analysis of Renata Pharmaceutical Limited................................................................33
7. Renata Pharmaceutical Limited Competitive Strategies & Implementation............................35
7.1 Renata Pharmaceutical Limited Implementation strategy.....................................................38
7.1.2 Renata Pharmaceutical Limited operation implementation as follows:...............................39
8. Renata Pharmaceutical Limited CSR Policy...........................................................................40
9. Recommendations and Future Challenges of Pharmaceutical Limited....................................40
10. Reference Lists......................................................................................................................43
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1. Executive Summary
Bangladesh is a developing country in south Asia. Its economy be contingent mostly on

agriculture. In the earliest period jute and tea industry were very hovering industry. But the scenario is
changed. Now our economy frequently depends on Ready Made Garments industry. Apart from
garments industry pharmaceuticals industry is a raising industry in Bangladesh. So, the scenario is
changing. Now there are 225 registered pharmaceutical companies in our country. Most of them are
local, but there are also some multinational and joint venture companies operating their business in our
country. They are also contributing to earn foreign exchange in our country. Renata Pharmaceutical
Limited is one of the most leading pharmaceuticals companies in Bangladesh. Its corporate
headquarters is at plot no- 1, milk vita road, sec- 7, Mirpur and it has two production sites (one is at
Mirpur and another is at Rajendrapur). Modern sophisticated machineries and highly qualified and
skilled professionals are the main instrument for this Renata’s success. In this report we have gone
through the overall HR policies and practices of Renata Limited. Renata’s HR functions like
Recruitment & Selection, Training & Development, Compensation & Benefit and Employee Relation
are very systematic and legal. Renata always tries to recruit efficient candidates for the vacant position.
They provide management development training, overseas training, and Field forces training and
development program, manager training, training program for distribution assignments and data entry
operations, on the job training and off the job training, basic training and advanced training etc. Renata
concentrates on employee development as well. They provide appropriate compensation and benefits
like basic salary, over time, gratuity, different types of bonus etc. I have found that Renata’s HR
policies and practices are systemic and sound enough but yet there are some problems like (few
misunderstandings, lack of appropriate training to reduce faults). Remove misunderstanding and
provide training and appropriate compensation when any accident occurs, authority should cooperate
their employees to the problems. I think that is the way they should follow to improve and expand its
business.
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2. Introduction:
Renata Pharmaceutical Limited (formerly Pfizer Laboratories Bangladesh Limited), also known
as Renata, is one of the top ten (in terms of revenue) pharmaceutical manufacturers in Bangladesh.
Also, this is one of the leading and fastest growing pharmaceutical and animal health product
companies in Bangladesh. The company Started its operations in 1972 as Pfizer (Bangladesh) Limited.
In 1993, Pfizer transferred the ownership of its Bangladesh operations to local shareholders and the
name of the company was changed to Renata Limited.
The core businesses of Renata Pharmaceutical Limited are human pharmaceuticals and animal health
products. In Bangladesh, it is the 4th largest pharmaceutical company and the market leader in animal
health products. In addition, Renata products are exported to Afghanistan, Belize, Cambodia, Ethiopia,
Guyana, Honduras, Hong Kong, Kenya, Malaysia, Myanmar, Nepal, Philippines, Sri Lanka Thailand,
United Kingdom, and Vietnamese.
Renata currently employs about 2300 people in its head office in Mirpur, Dhaka and its two production
facilities in Mirpur, Dhaka and Rajendrapur, Dhaka. The company has eight manufacturing facilities
spread over three manufacturing sites. In addition, Renata Oncology Limited has two manufacturing
facilities. Distribution of products is carried out by 19 depots across the country. More than 4000
people are working for Renata.
The Company started its operations as Pfizer (Bangladesh) Limited in 1972. For the next two decades
it continued as a highly successful subsidiary of Pfizer Corporation. However, by the late 1990s the
focus of Pfizer had shifted from formulations to research. In accordance with this transformation,
Pfizer divested its interests in many countries, including Bangladesh. Specifically, in 1993 Pfizer
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transferred the ownership of its Bangladesh operations to local shareholders, and the name of the
company was changed to Renata Limited.
Renata Limited’s turnover from operations was Taka 29,250.9 million for the year ended 30 June 2021
as compared to
Taka 24,164.0 million of previous year, registering a growth of 21.1%. Net profit after tax increased by
21.9% to Taka 5,034.8 million for the year under review compared to Taka 4,129.6 million of previous
year. Earnings per Share (EPS) of the Company stood at Taka 51.67 during 2020-2021 against Taka
42.38 of 2019-2020.
During the year under review, export sales amounted to Taka 798.6 million as against Taka 693.6
million of previous year, a 15.1% increase. Exports are expected to rise in the coming years.
Furthermore, Renata Limited and its subsidiaries’ consolidated turnover from operations was Taka
29,970.7 million for the year ended 30 June 2021 as compared to Taka 24,674.8 million of previous
year, registering a growth of 21.5%. Consolidated net profit after tax increased by 26.2% to Taka
5,061.6 million for the year under review compared to Taka 4,012.1 million of previous year. Earnings
per Share (EPS) of the Group stood at Taka 51.94 during 2020-2021 against Taka 41.17 of 2019-2020.
 No. of Employees: 2,213 employees.

 Distributors and Affiliations: Our Alliance-Partners are as follows:
 Novartis Vaccines (Rabipur, Vaxem HiB, and Agrippal)
 BASF, Germany (Animal Nutrition Products)
 InterVax, Canada (Meningococcal Vaccine)
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 Evans Vanodine, UK (Disinfectant)

 Zinpro, USA (Metal Amino Acid Complexes)
 Biomin Laboratories, Singapore (Mycotoxin Binders and Nutraceuticals)
 International Presence: Guyana, Jordan, Kenya, Myanmar, Philippines, Sri Lanka, Vietnam,
and United Kingdom
 Investment: 100% Shareholding in Renata Agro Industries Limited
 Bankers: Agrani Bank, Standard Chartered Bank, Eastern Bank, HSBC, Sonali Bank, Citi
Bank, and Mutual Trust Bank
 General Facility (Mirpur, Dhaka)
 Area: 196,730 SFT or 18,277 m2
Manufacturing Capabilities: Tablet, Capsule, Soft Gel, Effervescent Tablet, Dry Syrup, Sterile Dry Fill,
Sterile Liquid Fill, Large Volume Parenteral (Pilot), Lyophilisation (Pilot), and Premix.
Packaging Capabilities: Blister pack, bottle dry-fill, pot-fill, and strip packaging.
2.1 History or Background of Renata:
Renata Pharmaceutical Limited. this company belongs to the Pharmaceuticals Industry.

Currently the industry is very much profitable and there is a very high probability that the industry will
remain profitable in the future as well. Picture of future profitability of this industry can easily found in
the company’s financial statements.
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The pharmaceutical business registered a growth of 25.2 percent and Renata’s market rank improved
from 7th to 6th. In the Animal Health business Renata retained its no. 1 position. It is noteworthy that
animal health products were exported for the first time in the history of the Company. The international
business in animal health products began with exports to Jordan and the Company hopes to add
Vietnam to this list in 2009. In the Contract Manufacturing business segment, Renata produced
Prednisolone tablets on behalf of a company in the UK. Renata is also very bullish about the Sprinkles
business. Both UNICEF and SMC have strengthened their marketing operations for this product.
Moreover, the Sprinkles product is being heavily promoted by donor agencies all over the world, and
Renata is regarded as being regarded as one of the few companies in the world with the capability of
manufacturing pharmaceutical grade Sprinkles. Now, concluded that provided the exchange rate
remains stable, the year 2009 is expected to be good for Renata as its pharmaceutical and contract
manufacturing are poised to register significant growth.
It is informed that in the year 2007 Pharma industry witnessed a disinformation campaign about high
drug prices and poor quality of medicines which forced the industry to shift its focus from exploring
and building for long-term growth to merely fighting for survival. Not since 1982 had the industry
witnessed such a crisis of confidence.
In 2007, Renata’s combined turnover and net profit grew by 31.5% and 38.7%, respectively. Earnings
per Share (EPS) stood at Tk.348.5 compared to Tk.251.2 in the year 2006. Renata also contributed Tk.
524 million to the national exchequer in the form of Corporate Taxes, Value Added Tax and Import
Duties. The retained earnings of the company stand at a healthy Tk.911.3 million against zero long-
term debt.
It informed that Renata’s Potent Product Facility was accredited by the Medicines and Healthcare
products Regulatory Agency (MHRA) of the UK, the first potent facility in Bangladesh to receive such
recognition.
2.1.1 Establishment year:
Renata has five manufacturing facilities on two separate sites. The original 12-acre site is
located in Mirpur, Dhaka, while the new 17-acre site located in Rajendrapur, Gazipur began operations.
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2.1.2 Listing Year:
Founded in 1972 as a subsidiary of Pfizer Inc. Ownership transferred from Pfizer Inc. to local
institutions and the general public in 1993. Company name subsequently changed from Pfizer
Laboratories (Bangladesh) Limited to Renata Limited.
Its vision: To establish Renata permanently among the best of innovative branded generic companies.
2.1.3 Marketing Strategy:
Marketing strategy for selected buyers or existing buyers:
Marketing strategy for selected buyer or existing buyer to communicate them time to time and try to
fulfill all requirements for each order and keeping the long term relationship.
2.2 Marketing strategy for potential buyer:
At first, communicate with the potential / new buyer by issued Business development letter
including complete profile of the factory. By this letter Renata Ltd. offer to buyer for factory
evaluation. After that it requested buyers to visit their factory on their suitable time. If buyer satisfied
by seeing the factory, then there is a chance to get order from buyer.
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Just-in-time inventory and efficiency increases, if the raw materials or components can be supplied in
production very close to the time when they are actually needed in the production process.
Self-managed work teams and efficiency – these teams provide a flexible workforce and reduce the
need for supervision.
Process reengineering and efficiency – radical redesign of business processes can improve
performance.
Information systems, the internet, and efficiency, the internet can significantly reduce a company’s
ordering and customer service functions.
The key guidelines to the assignment planning, analysis which have been clearly articulated in the
paper and made my concept sharpen are-
Develop a strategy that leads to a sustainable competitive advantage.
Sharpen the ability of the firm to identify promising investment opportunities.
Arrange required raw materials as per requirements of their valued buyers and provide samples on
specific queries in a very quicker way.
During July-November of 2020, hospitals were overwhelmed by Covid-19 patients. Treatments for
other diseases were postponed, and doctor chambers remained closed. As such, pharmaceutical sales
were dominated by hospital products related to Covid-19, while the growth of retail products slowed
down precipitously.
As the Pandemic took hold in March 2020, the number of prescriptions seen during formal surveys fell
sharply and remained below 2019 levels throughout the year. However, as vaccines became available
to health professionals from the beginning of 2021, doctors reopened their chambers and the
prescription flow recovered.
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While the Pandemic affected our normal business, we maintained our focus on long-term strategies. As
a country graduates to middle-income status, the profile of the pharmaceutical market shifts from being
antibiotics-dependent to chronic care products. In anticipation ofthis transformation we added a
number of specialty sales teams to improve focus on cardiovascular, central nervous system
Figure No. 1Therapeutic Class Growth in the Retail 201920202021

Market
30.0 2 25.2 30.36
35.00 23.9
0 22.2 21.0 6 3
19.5 2
16.7 2 9 16.8
25.0 16.3 7 15.0
3 6 13.9 12.7 1
0 10.8 11.5 10.2 5
4 2
3 6.0 7 7.0 2 5.9 6.5
20.0 11.4 12.5
1 1 8 9.1 9 8.81 4 1
0 6.8 6.0
5. 2 5.4
2 4 6 3 -
15.0
- 2.31 -
0
2.38 - 1.46
-7.15
10.0 5.54
0
5.00
0.00
-5.00
-
10.0
0
Source: IMS
Taking the 2019 growth figures as benchmarks, it is clear to see how growth rates fell almost across all
therapeutic classes as the Pandemic took hold in 2020. However, as vaccines became available from
the start of 2021, doctors began returning to their chambers and growth picked up in 2021
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2.3 Renata Financial Trend
Source: Renata Annual Report, 2020-2021

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Salaries and benefits to Employees Dividend to

Shareholders
Duties and Taxes to Government
Exchequer Retained by the
Company
2020- 2019-
2021 2020
25.7 22.3
% %
9.6%
42.9
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9.4% 42.5
%
22.0 25.7
% %
In conducting the appraisal, I felt a short coming of my technical knowledge and practical experience
to comprehend the conceptual framework of this type of assignment. Nevertheless, we tried to
understand almost all the key components of this assignment appraising at least those covered in the
research report.
3. External Analysis Renata
Renata Pharmaceutical’s external environments includes all relevant factors & influences
outside the company’s boundaries, by relevant, means important enough to have bearing on the
decisions the company ultimately makes about its direction, objectives, strategy, and business models
which disrobes below:
External environment which significantly includes all relevant factors & influences outside of the
company’s boundaries throughout any company can reach their business goal with their required
profitability. As fist we can discussed about external environment component as below: and then we
can disclose why is it important with examples:
3.1 External Analysis
An External analysis is a framework or tool used by marketers to analyze and monitor the
Macro Environmental (External Marketing Environment) factors that have an impact on an
organization.
The component of External Analysis (Renata) Macro environmental analysis (6-segment
analysis)
 The Micro Environment/ General Environment

 Industry Structure
 Strategic Group Mapping
 Competitor Analysis
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 Driving Forces
 Critical Success Factors
3.1.1 And below listed which significantly the external factors of Renata
 In the event of an Adverse Economic Scenario, the Board should strive to maintain a bigger
part of its earnings to build up reserves.
 In order to save resources, the Board should assess the market trends for technological advances
that need investments, competitive profitability, etc.
 In order to guarantee compliance with relevant regulations, the Board shall, when appropriate,
examine the limits imposed by Acts and other applicable laws as regards the declaration of
dividends.
 The choice on the dividend declaration may have an influence on the dividend distribution tax
or any tax deduction from sources, as required by tax act, which applies at the time of the
dividend declaration.
 Other events that are beyond management control, such as natural disasters, fire, etc., that affect
the Company's activities, may influence the decision on a dividend declaration.
3.2 Macro Environmental Analysis
There are a lot of macro environmental factors which influences the ecommerce business
of Bangladesh. Here I have tried to focus on those major factors which are affecting Renata.
3.2.1 Political Factors:
These are about how and to what degree a legislature mediates in the economy. This can
incorporate – government strategy, political security or instability in abroad markets, foreign
trade policy, charge arrangement, labor law, environmental law, trade restrictions and so on. It is
clear from the rundown over those political variables frequently affect associations and how they
work together. Associations should have the capacity to react to the present and expected future
enactment, and modify their promoting arrangement as needs be. Renata is an internet-based
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company and they depend on people ordering through internet. But due to the recent terrorist
attack recently. Government is planning to put some restriction over internet, which in terms
might hamper Renata.
3.2.2 Economic Factors:
Economic factors have a remarkable impact on how an organization does business and also
how profitable they are. Factors include – economic growth, interest rates, exchange rates,
inflation, disposable income of customers and businesses and so on. These factors can be further
broken down into macro-economic and micro-economic factors. Macro-economic factors deal
with the management of demand in any given economy. Governments use interest rate control,
taxation policy and government expenditure as their main mechanisms they use for this. Micro-
economic factors are all about the way people spend their incomes. This has a large impact on
B2C organizations in particular. Bangladesh is a developing country, here the per capita earning
is low. So Renata’s pricing should be done accordingly.
3.2.3 Social Factors:
Social Factors are the areas that involve the common belief and attitudes of the population. These
factors include – population growth, age distribution, career attitudes, social belief and so on.
These factors are of particular interest as they have a direct effect on how marketers understand
customers and what drives them. People in our country has this belief that online business isn’t
trustworthy. If this belief can be changed, then Renata would capture more market share from
new customers.
3.2.4 Technological Factors:
We all know how fast the technological landscape changes and how this impacts the way
we market our products. This is the age of smartphone, and most of Renata’s target market uses
one. So Renata’s is focusing on mobile advertising to capture the market.
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3.2.5 Environmental Factors:
Environmental factors include ecological and environmental aspects such as weather,

climate, and climate change, which may especially affect industries such as tourism, farming,
and insurance. But since Renata an internet base company, so environment doesn’t affect it
much.
3.2.6 Legal Factors:
Legal factors include discrimination law, consumer law, antitrust law, employment law,
and health and safety law. These factors can affect how a company operates, its costs, and the
demand for its products. Since Bangladesh is a developing country, government are very lenient
towards these online businesses. It’s not being affected by the law in any bad way.
3.3 The Micro Environment/ General Environment
Renata focused on their business the macro-environment/ general environment also contains six
segments as Global, Demographic, Socio-cultural, Political/ Legal, Economic & Technological
throughout this segments industry devourment and competitor environment mixed with the go ahead
with company success if any company can apply proper strategic planning, then they should reach their
goal with profitability within their time frame.
3.3.1 The Micro Environment of Renata
Also, Renata wants to enter in global market with their new product, then they must be
considered with above external environment properly. Like, the macro-environment components
global, demographic, socio-cultural, political, economic and technological environmental factory
otherwise not a single firm can’t sustain in the market as a new company with their product. Not only
that other environmental factor also they must be considered before enter their business also consigner
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their existing business to grow up the profitability also sustain their business in competitive market. For
example:
“During the current pandemic situation, Renata Limited is serving the people however possible by
going beyond pharmaceutical aspects and also caring for its employees. From the very beginning of
this pandemic, the engineering team of Renata Limited has developed several equipment’s to fight
COVID-19 like Automatic IPA Dispenser, Disinfection Chamber, High Flow System, Ventilators, UV
Sterilization Chamber etc. Air purifier is the latest addition in this list which was designed, tested and
distributed by the Engineering Department as per the instructions of our CEO.
This purifier gives better performance than other market available purifier in three aspects. One is its
build quality. Second is that it can clean particles of a room better than other available purifiers. We’ve
found better particle count result (class-D environment) using this. And the final one is the addition of
UV lights. By adding the UV light, now we are also able to kill the viruses in the air along with particle
cleaning. About 150 units of air purifiers were distributed to three sites of Renata Limited mostly to
various labs and office area s that have a higher number of employees to make their work places clean
and safe. We are hopeful that, we can give our colleagues at Renata Limited a better environment to
work for humanity during this critical pandemic situation.”
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3.3.2 Industry Structure
As Renata Limited is constantly harnessing its employees’ individual personalities, goals, needs
and abilities to build a successful and intuitive working environment. Aligned with that perspective,
Renata Human Resources Division introduced a new talent management program for the Field Force
Department of its Animal Health Division named “FLDP-AHD Future Leadership Development
program for Animal Health Division”. This will be a series of program to be conducted round the year
and through which we will be developing the selected employees and will make them ready for the
future leadership role. In the first batch of FLDP- AHD 13 persons were selected from a pool 222
candidates through different kinds of assessments. Human Resources and Animal Health Divisions of
Renata Limited will be jointly conducting this Skill Development Program.
Renata considers about their Product, Customer, Geography and Stages in the production distribution
pipeline for sustain their business in competitive market with their rival. Also, for any first focus on
these components for keep up their business sustainability.
For example, Renata changed their business module as a result their growth was 8.8% compared to
market-growth of 8.4%. They continued to consolidate our position as market-leader. Also, their
pharmaceutical sales grew by 15.6% against market growth of 11.6%. We retained our rank of no. 4 in
terms of sales.
Another important Contract-Manufacturing: They registered one of our best years ever in this segment
growing by 81.9%. The business composition remained the same, viz., birth-control pills, oral saline,
and micronutrient powders. So, the entire growth is attributable to volume growth of existing
customers. Renata continues to remain bullish on this front.
While improving profitability is their key objective, maintaining or improving market rank has also
been an important performance indicator for us. However, it is now becoming increasingly difficult to
focus on market rank without compromising profitability. Yet, for most of our non-listed competitors,
profitability appears to be a distant secondary objective compared to their prime objective of increasing
turnover by spending heavily on marketing activities.
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3.3.3 Strategic Group Mapping:
Renata focused on their Strategic Group Mapping & Competitor Analysis also consider for any
first for sustain their business in competitive market, for example if any company want to see their
present start within their competitor, they must be draw through strategic group mapping and
competitor analysis for track out their present status and take their strategic business for their next
level.
3.3.4 Competitor Analysis
Competitor Analysis is an important part of the strategic planning process. This revision note
outlines the main role of, and steps in, competitor analysis
Renata to get on with their own plans and ignore the competition. Others become obsessed with
tracking the actions of competitors (often using underhand or illegal methods). Many businesses are
happy simply to track the competition, copying their moves and reacting to changes.
Competitor analysis has several important roles in strategic planning on Renata.
• To help management understand their competitive advantages/disadvantages relative to competitors
• To generate understanding of competitors’ past, present (and most importantly) future strategies
• To provide an informed basis to develop strategies to achieve competitive advantage in the future
• To help forecast the returns that may be made from future investments (e.g. how will competitors
respond to a new product or pricing strategy?
3.3.5 Driving Forces
KNOWLEDGE. Instinctive. People who are main driven forces used in their business model
also their internal resources used proper way as their R&D.
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3.3.6 Critical Success Factors
Renata their long-term strategy also their used of internal resources properly in terms of
pandemic crisis they grow their profit margin at sustainable level. They R&D and they more their
business with other trend based on country graduates to middle-income status, the profile of the
pharmaceutical market shifts from being antibiotics-dependent to chronic care products which
significantly their major critical success factor.
3.4 The component of Micro Environment of Renata
The component of Micro Environment as global, demographic, socio-economic, economics,

political, technological, industry environment & competitor environments most the component
Renata Pharmaceutical touch in their business model.
3.4.1 Global
Renata’s manufacturing facilities are spread across a 20 acres site located in and around Dhaka,
Bangladesh. They comprise of a number of purpose-built plants, including the new Oral Solid Dosage
(OSD) plant. The land and buildings are wholly owned by the company and approximately 13 of the 20
acres of land are currently in use. The site includes facilities for manufacturing intravenous fluids,
liquids, creams, ointments, suppositories, metered dose inhalers, active pharmaceutical ingredients as
well as the existing and new OSD plants for tablets and capsules, the research laboratory and a number
of warehouses. The plant and machinery throughout the site have been designed, procured and installed
by partners from Germany, Switzerland, Sweden, Italy and the United Kingdom almost others.
3.4.2 Demographic
Renata makes their strategic business plan based on Population growth rates, Life spans, Age
of population & Geographic dispersion. Renata also collect data from entry level and based on this
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date they prepare their future business plan. For real example in this pandemic, they still running
their sustainable business with their long-term business strategic plan.
3.4.3 Socio-Cultural
Renata Pharmaceutical one of the leading pharma in Bangladesh and they also started their
operation to global market, as a renounced company they also keep their sone social responsibility in
our country with different non-profitable organization for social development. As Renata make active
efforts to improve the welfare of our community, they donate Sheikh Hasina National Institute of
Burn and Plastic Surgery, OBHIZATRIK Foundation Renata Limited joined showed its support to this
effort by donating a considerable portion of its CSR fund, during this Covid, it has supported 2 lac
individuals with free vegetables, 65,000 families received free groceries and 90,000 families received
free meals. Along with this, we have distributed 1 lac free mask and 2500 PPE for doctors.
Renata Limited is proud to associate itself with their charitable work and is one of the benefactors; it
has 30+ corporate organizations who have worked with it
3.4.4 Economic
Renata within this pandemic they are growing very well due to their long-term business plan
also they make their strategic business plan based on changing our national status as a country graduate
to middle-income status, the profile of the pharmaceutical market shifts from being antibiotics-
dependent to chronic care products.
3.4.5 Political/ Legal
Renata Limited, a listed pharmaceutical company, is going to merge with its subsidiary Renata
Oncology Limited subject to approval from the creditors, shareholders and sanction of the High Court
Division of the Supreme Court and other legal/regulatory authorities.
The board of directors of the drug maker approved the draft scheme of the amalgamation, with the
exchange of 0.02 shares of Renata Limited for each share of Renata Oncology based on net asset value
per share as on June 30, 2019.
P a g e | 25
3.4.6 Technological
Renata focused on their keep up updated technology as they invest R&D and also technology
for keep their business with the competitive global market. In order to save resources, the Board should
assess the market trends for technological advances that need investments, competitive profitability
3.4.7 Industry Environment
Renata Limited, the largest pharmaceutical company in Bangladesh, is engaged in the

discovery, development, manufacture and marketing a range of pharmaceutical products such as
enzymes, seratrodast, allergic drugs, vaccines, antihypertensive drugs and other pharmaceuticals. The
company also manufactures and markets other products including photographic and inorganic
chemicals, vitamins, test reagents and clinical diagnostics. Renata markets its in-house ethical drugs in
around 47 countries. Renata primarily operates in Bangladesh.
3.4.8 Competitor Environment

The competitor environment which Renata focused on data collection, data analysis and
margent segmentation through their strategic business model and they focused on new product through
their R&D.
4. Porter's Five Forces Analysis
The Company started its operations as Pfizer (Bangladesh) Limited in 1972. For the next two
decades it continued as a highly successful subsidiary of Pfizer Corporation. However, by the late
1990s the focus of Pfizer had shifted from formulations to research. In accordance with this
transformation, Pfizer divested its interests in many countries, including Bangladesh. Specifically, in
1993 Pfizer transferred the ownership of its Bangladesh operations to local shareholders, and the name
of the company was changed to Renata Pharmaceuticals The Company is in the business of
manufacturing, marketing and distribution of Pharmaceuticals, animal health medicines, nutritional’s
and vaccines.
P a g e | 26
Medicines and health care Products Regulatory Agency, UK has issued a certificate of GMP
compliance of a manufacturer to Renata Limited for its potent products facility at section 7, Mirpur,
Dhaka for a period of 3 years from 4 th May 2007. Its manufacturing plant received ISO-9001 in 1999
for the general facility, analyses restaurant industry using Porter’s Five Forces.
4.1 Porter’s five forces analysis on Renata:
Porter's Five Forces is a simple but powerful tool for understanding the competitiveness of
your business environment, and for identifying your strategy's potential profitability.
4.1.1 Bargaining power of suppliers:
For a globally renowned pharmaceuticals company, a guaranteed supply chain of best

quality materials is inevitable. And there are lot of suppliers available which make the bargaining
power of supplier’s low.
4.1.2 Threat of substitute products:
Substitute products can be a reason for any company’s demise. Threat of substitute product
is high as various ecommerce company can be considered as substitute product. In response,
Renata come up with various offers with experience supported by principles and core values. They
tried their best to be non-substitutable in their consumer’s mind.
P a g e | 27
4.1.3 Bargaining power of buyers
As there are plethora of online shop available for the consumers to choose from, the
bargaining power of them is relatively high. Therefore, an intense competition is seen between
local company. They had been conducting business for years. Their knowledge about the market,
unique sense of local taste and affordable pricing make them competitive in this arena. In
response, Renata intelligently adopt Bangladeshi taste and culture within choices.
4.1.4 Threat of new entrants:

Severe bureaucratic infrastructure made it difficult for the new comers to hit on the market. As a result,
the threat of new entrants is low. Renata is one of the leading
P a g e | 28
pharmaceutical company. Time estimating to reach that point for a new entrant. This is also
a fact that failure of new entrants will demotivate the business players to get involve in a
new market.
4.1.5 Competitive Rivalry:
There are number of players in the e commerce industry in Bangladesh, which

indicates intense competition. Moreover, the position in all the other forces also indicates
the same. So, it can be said that the rivalry in the market is relatively high, which made the
industry attractive. Renata being a major player successfully captured these issues.
5. Internal Analysis Renata
There are a lot of internal factors affecting pharma businesses in Bangladesh. Here we
tried to focus on some of the major factors which has direct effect on Renata:
5.1 And below listed which significantly the internal factors of Renata
 Possibility of earning consisting profit

 Global Market Conditions
 Tax Policy
 Fund availability and liquidity
 Capital expenditure requirements for established companies
 Business expansion / upgrade
P a g e | 29
 Further investment in subsidiaries/company partners

 Cost of collecting resources from other sources
 Cost of maintenance of debts remaining
 Contingent liability funds
 Acquisitions and Mergers
 Any other criteria that the Board deems acceptable.
5.2 Resources
Renata Pharmaceutical Limited used their resources very successfully as their R&D
develop new product which significantly impact their business grow, and they focused on their
internal resources for utilized properly and grow their business with maximum profit margin. For
example, their below chart which clearly indicated their internal analysis:
P a g e | 30
 Tangible
 Intangible
5.2.1 Capabilities
Renata Pharmaceutical Limited maintains their product standard based on market demand
and Since 1849, the Pfizer name has been synonymous with the trust and reliability inherent in
the word Quality. Quality is ingrained in the work of our colleagues and all our Values. We are
dedicated to the delivery of quality healthcare around the world. Our business practices and
processes are designed to achieve quality results that exceed the expectations of patients,
customers, colleagues, investors, business partners and regulators. We have a relentless passion
for Quality in everything we do.
Quality Recognition:
 The Medicines and Healthcare products

 Regulatory Agency (MHRA) of the United Kingdom
 Approves the first Potent Product Facility in
 Bangladesh (May 2007).
 ISO 9001 Received in 1999
P a g e | 31
Renata Pharmaceutical Limited is proud to announce its certification by the United Kingdom
Medicine Registration Authority (UK MHRA). Renata is a Bangladeshi Company to obtain this
certificate and this has set a New Milestone in the Pharmaceutical Industry of the country.
With this approval, Renata Limited has become the Bangladeshi Company to start exporting its
Finished Pharmaceutical Products to the United Kingdom, having a total Pharma market size of
about 30 Billion Dollar.
5.2.2 Core Competencies
Renata’s major core competencies their R&D and new product based on market demand
as they growing very well in the present pandemic situation with their sustainable growing rate.
Source: https://www.dnb.com/
5.2.3 Discovering Core Competencies
 Four Criteria of sustainable advantage (Valuable, Race, Costly to Imitate, Non-

substitutable)
 Value Chain Analysis (Outsources)
P a g e | 32
5.2.4 Competitive Advantage
The FTC’s competition mission is to enforce the rules of the competitive marketplace-
the antitrust laws. These laws promote vigorous competition and protect consumers from
anticompetitive mergers and business practices. The FTC’s Bureau of Competition, working in
tandem with the Bureau of Economics, enforces the antitrust laws for the benefit of consumers.
The Bureau of Competition reviews proposed mergers and acquisitions and other business
practices for possible anticompetitive effects, and, when appropriate, recommends that the
Commission take enforcement action to protect consumers.
For additional information about the work of the Bureau, or to report a suspected antitrust
violation, contact us. To learn more about how the Bureau is organized and who to contact with a
competition question, consult the Bureau of Competition User’s Guide. The Bureau has
developed a variety of resources to help explain its work and to provide guidance to individuals
and businesses with questions about the antitrust laws. These resources can be found under
Guidance.
www.ftc.govt/bc/BCUsersGuide.pdf
5.2.5 Strategic Competitiveness
In this pandemic Renata Pharmaceutical Limited till now running very well due to their
some strategic business plan as while the Pandemic affected our normal business, we maintained
P a g e | 33
our focus on long-term strategies. As a country graduates to middle-income status, the profile of
the pharmaceutical market shifts from being antibiotics-dependent to chronic care products.
And Covid-19 has wrecked lives and livelihoods, families and economies but Renata hearts go
out to the victims of this Pandemic. We hope that with wide availability of vaccines, this virulent
disease can be contained.
Renata Pharmaceutical Limited already beginning to see the effects of vaccination throughout
the world. Infection rates are falling despite the advent of the Delta variant. Economic activity is
picking up and some semblance of normality is on the horizon due to their right business
competitive strategies.
5.2.6 Core competencies
Renata Pharmaceutical Limited used their resources and maintain their local and global
chain for increase their marker and also utilized their resources as R&D for sustain the
competitive market.
6. SWOT Analysis of Renata Pharmaceutical Limited
SWOT analysis of Renata Pharmaceutical Limited to provide recommendations on their

performance and growth potential. It is a powerful tool for analyzing both complex qualitative
and quantitative facets of an investment decision.
P a g e | 34
Renata SWOT analysis identifies strengths and weaknesses and relates them with forward
looking opportunities and threats. This helps to identify company and industry specific critical
drivers and catalysts. Renata SWOT analysis as below:
Strength Weakness
 The large portion of this company  Short of marketing expertise.

established in their own land.  Lacking accountability.
 This company is well equipped with  Number of employee is not so much.
skilled, and expertise and productive  Need to require proper coordination
manpower. They are doing timely with different section.
shipment and 100% perfect quality.  Delay in payment from supplier.
 Ability to cope with the change.  Conflict and working load are seen.
 Attractive pay package.  The subordinate are not taking any
 They arranged required raw materials decision or policy making meeting.
as per requirements of their valued The decision always comes from
buyers and provide samples on Managing director.
specific queries in a very quicker way.  Location of the factory.
 Experienced management team.  Power centralization by the top
 Good working condition. management.
 Modern technology.  Nepotism and corruption are available.
Opportunity Threats
 Developing market area ( EU, USA,  Government tax and vat structure.
China, etc.)  In Bangladesh, so many companies
 They can lead against weak are there. For that reason, buyer are
competitor. offering lower price.
 They always try to higher dynamic  Competitor offer and new innovative
young people so that output will come substitute products.
more.  Increased trade barriers and quota
P a g e | 35
 Attain different trade fare and get new system withdrawn.

idea related with today’s business.  Delay of payment from buyer creates
 They can give extra facility to gain some times bad situation of
customers satisfaction. company’s liquidity and future
 The students as customers through financial budget plan.
some special offers.  Strike (Hartal)
 Scope of expansion on of business.
7. Renata Pharmaceutical Limited Competitive Strategies & Implementation
Renata Pharmaceutical Limited focused on Internal ventures strategy as they more concern about
their R&D and focused on long term strategy for add new products with their existing resources
based on country graduates to middle-income status, the profile of the pharmaceutical market
shifts from being antibiotics-dependent to chronic care products. In anticipation ofthis
transformation we added a number of specialty sales teams to improve focus on cardiovascular,
central nervous system, (CNS), and oncology products.
The performance of Renata Limited closely mirrored the severity of the Pandemic. While net
profit and net sales grew by 23.4% and 21.1% respectively, much of the growth took place when
the infection rate was low and vaccines became available in Bangladesh. An exceptional
performance in the contract-manufacturing segment also helped achieve this growth.
During July-November of 2020, hospitals were overwhelmed by Covid-19 patients. Treatments

for other diseases were postponed, and doctor chambers remained closed. As such,
pharmaceutical sales were dominated by hospital products related to Covid-19, while the growth
of retail products slowed down precipitously
P a g e | 36
The CNS and Oncology teams were launched in early 2021 and therefore it is premature to
comment on their performance. However, the cardiovascular team, which was built up largely
during 2020 is clearly showing promise. Figure No. 3 shows the rising prescription share of the
Renata cardiovascular portfolio.
With new product launches planned throughout 2021 and 2022, the chronic care segment of our
portfolio should show excellent growth. The size of the specialty teams are expected to grow
significantly as well.
Figure No. 3Prescription Share of Renata Cardiovascular Products

14.0%
12.0% 11.5% 11.3%

10.8%
10.0% 11.0%
10.0%
9.8% Y19-20 CVD
8.5%
7.7% 7.6%
MKT% share
8.0%
8.0% 7.3% 8.0%
7.1%
7.3% 7.4% Y20-21 CVD
6.0% 6.0% 7.6%
MKT% share
4.0%
5.6%
2.0%
0.0%
JULY AUG SEPT OCT NOV DEC JAN FEB MAR
Source:4P (Prescription Survey Company)
Renata globalization strategy remains unchanged and is based on the following assumptions:
(1) Having a large basket of products is sine qua non to performing well in generics.
(2) Specialty products deliver higher margins than pure generics.
Both these conditions require significant investments in product development and R&D. As
such, we now have four research teams to increase our generics portfolio and develop products
with novel features. A significant portion of our capital investment is allocated to develop R&D
capability.
They continue to invest heavily in plant, machinery, and distribution infrastructure. Production
capacity is being increased in most of our existing factories with emphasis placed on automation.
P a g e | 37
By the end of 2022, we hope to unveil three new factories and two new depots. In addition, there
has been significant enhancement of R&D infrastructure on our Rajendrapur and Mirpur sites. It
is worth noting that our first factory built by Pfizer is now being converted into an R&D center
which very signification impact on their business growth in pandemic.
In contrast to the pharmaceutical market, the animal health market shows almost no direct
relationship to the Pandemic. The market was extremely bullish throughout 2020 despite the
severity of Covid-19
Secondly, Renata more concern about Acquisition strategy with their business module, as now
Renata recent year move to a very brief look at our constituent businesses.
Animal Health:
Renata growth was 8.8% compared to market-growth of 8.4%. We continued to consolidate our
position as market-leader.
When markets fall there is a tendency among companies to reduce their marketing and selling
activities. However, this inertia affects long-term customer relations. Therefore, we have made it
a point to ensure that the sales-forces continues their day-to-day activities, viz., visiting farms,
veterinarians, and chemists.
Pharmaceutical:
Renata recent sales grew by 15.6% against market growth of 11.6%. We retained our rank of no.
4 in terms of sales.
While improving profitability is our key objective, maintaining or improving market rank has
also been an important performance indicator for us. However, it is now becoming increasingly
difficult to focus on market rank without compromising profitability. Yet, for most of our non-
listed competitors, profitability appears to be a distant secondary objective compared to their
prime objective of increasing turnover by spending heavily on marketing activities.
For the interest of our shareholders, we shall focus on improving profitability rather than market
rank.
Contract-Manufacturing:
P a g e | 38
Renata registered one of our best years ever in this segment growing by 81.9%. The business
composition remained the same, viz., birth-control pills, oral saline, and micronutrient powders.
So, the entire growth is attributable to volume growth of existing customers. We continue to
remain bullish on this front.
7.1 Renata Pharmaceutical Limited Implementation strategy
While the Pandemic affected Renata normal business, they maintained their focus on
long-term strategies. As a country graduates to middle-income status, the profile of the
pharmaceutical market shifts from being antibiotics-dependent to chronic care products. In
anticipation ofthis transformation Renata added a number of specialty sales teams to improve
focus on cardiovascular, central nervous system taking the 2019 growth figures as benchmarks, it
is clear to see how growth rates fell almost across all therapeutic classes as the Pandemic took
hold in 2020. However, as vaccines became available from the start of 2021, doctors began
returning to their chambers and growth picked up in 2021
The impact of Covid-19 on prescription generation can be seen clearly in Figure No. 2.
P a g e | 39
7.1.2 Renata Pharmaceutical Limited operation implementation as follows:
Learn how to:
 Focus on quality by design

 Integrate strategy and execution
 Turn chaos into opportunity
 Bridge the gap between technologists and management
 Decrease research and development time and cost
 Reduce time to market
Process Design
 Economics of Scale
 Scale-Down
 Laboratory-Pilot-Scale Development
 Scale-Down in the Biopharmaceutical Industry
Manufacturability
 Process Design Finalization

 Process Integration
 Process Simplification
 Process Flow Description
 Risk Management
8. Renata Pharmaceutical Limited CSR Policy
Renata Pharmaceutical Limited Corporate Social Responsibility (CSR) is the continuing

commitment by business to behave ethically and contribute to economic development while
improving the quality of life of the workforce and their families as well as of the local
community and society at large. At Renata, we strongly believe that in order to be successful it is
P a g e | 40
necessary to create value, not just for the company but also for the society that we live in. In our
company, corporate social responsibility means caring for our employees, assisting
disadvantaged members of our society, and building a sustainable environment.
Led by this believe, Renata donates substantially on various CSR activities as below listed:
 FINANCIAL ASSISTANCE TO COVID TREATMENT FACILITIES

 HEALTHCARE FOR EMPLOYEES AND THEIR FAMILIES
 SUPPORT TO CHARITABLE ORGANIZATIONS
 SCHOLARSHIP TO MERITORIOUS STUDENTS
 WOMEN’S EMPOWERMENT
 FINANCIAL ASSISTANCE TO EX-EMPLOYEES AND THEIR CHILDREN
 TREATMENT FOR DOCTORS WITH LIFE-THREATENING ILLNESS
 NATIONAL EMERGENCY
9. Recommendations and Future Challenges of Pharmaceutical Limited
In this competitive market, it is important for companies to outperform than other

companies and also, they need to set a standard which is not easily affected by any new
ventures in the market. So far, the findings recommends that if a big and well reputed
company establishes in Bangladesh, there is a very thin possibility for Renata to stop sales
drop. To have a sustainable future, Renata needs to create loyal and happy customer base.
The factors which are working as barriers for Renata’s growth and sustainability and the
recommended solutions are:
1. Firstly, they need to ensure their product quality. Even if they have lower number
of sellers but if they ensure the quality products, customer will shop from them
longer and will not switch to other competitors. So, their products must be of good
quality.
2. Customers buy from online to save their time. If that purpose is not served it
becomes pointless for them to shop from Renata.
3. After complaining and returning default product, if customers will get prompt
P a g e | 41
service and the mistakes becomes substitute effectively, then, there is a high chance
that they will repurchase. Most significantly, they will think that company cares
about their problem and always willing to fulfill their need.
4. While choosing the pricing strategy, company must keep in mind that their price
matches the current market prices. Price must be competitive enough to influence
customers to purchase product from Renata rather from other e-commerce sites. If
the price will be high, there should be a valid reason. Such as a good quality
product may have higher price. But then again, the quality of the product must be
ensured.
Finally, to save Renata sales drop if big companies start their operation in Bangladesh will be
good ties with their sellers and distribution channels and customer’s reliability on the brand. For
them ensuring high quality service is a must. And major some recommendation as below:
 Renata Limited should enter into new therapeutic area like anti cancer products.
 Should be create dependable expertise and keep them within the organization for future
competition.
 Always consider social benefits under moral ethics any business operation.
 Should be training arrangement for development existing employee.
 Increasing the number of FFs to ensure adequate frequency of customer call.
 Presence should be more in some important rural areas as these markets are still
untapped.
 More emphasis on service-oriented approach to overcome price objection by doctors
through relationship building.
 Field activities among younger generation of prescribers which will help to build
potential future prescribers.
 More strategic collaboration with other manufacturers is needed to gain access to
important technology and resources. (ex: Vaccine)
 To further develop and strengthen institution business through innovative product
P a g e | 42
P a g e | 43
10. Reference Lists

https://renata-ltd.com/about-us/
https://renata-ltd.com/news-media/annual-report-archive/
https://www.thedailystar.net/business/news/renata-merge-subsidiary-1827397
https://www.dnb.com/
https://www.google.com/
http://www.imsglobal.org/
https://idpc.net/
http://www.dgda.gov.bd/
https://www.wikipedia.org/

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A Research Report on Renata Pharmaceutical Limited

Thursday, December 30, 2021

Professor Dr. Nazmul Amin Majumdar Ph.D

Department of MBA & EMBA Programs North South University.

Subject: Submission of a research report on Renata Pharmaceutical Limited,

This is my pleasure to submit the report of EMB690: Strategic Management

A K M Masahedul Alam Khan

EMBA, North South University,

My special thanks go to Renata Pharmaceutical Limited for their massive and

Thank you for your cooperation.

Bangladesh is a developing country in south Asia. Its economy be contingent mostly on

 No. of Employees: 2,213 employees.

 Evans Vanodine, UK (Disinfectant)

2.1 History or Background of Renata:

Renata Pharmaceutical Limited. this company belongs to the Pharmaceuticals Industry.

2.1.1 Establishment year:

2.1.2 Listing Year:

2.1.3 Marketing Strategy:

Marketing strategy for selected buyers or existing buyers:

2.2 Marketing strategy for potential buyer:

Develop a strategy that leads to a sustainable competitive advantage.

Sharpen the ability of the firm to identify promising investment opportunities.

Figure No. 1Therapeutic Class Growth in the Retail 201920202021

2.3 Renata Financial Trend

Source: Renata Annual Report, 2020-2021

Source: Renata Annual Report, 2020-2021

Source: Renata Annual Report, 2020-2021

Salaries and benefits to Employees Dividend to

Source: Renata Annual Report, 2020-2021

3. External Analysis Renata

3.1 External Analysis

 The Micro Environment/ General Environment

3.2 Macro Environmental Analysis

3.2.1 Political Factors:

3.2.2 Economic Factors:

3.2.3 Social Factors:

3.2.4 Technological Factors:

3.2.5 Environmental Factors:

Environmental factors include ecological and environmental aspects such as weather,

3.2.6 Legal Factors:

3.3 The Micro Environment/ General Environment

3.3.1 The Micro Environment of Renata

3.3.2 Industry Structure

3.3.3 Strategic Group Mapping:

3.3.4 Competitor Analysis

Competitor analysis has several important roles in strategic planning on Renata.

• To help management understand their competitive advantages/disadvantages relative to competitors

3.3.5 Driving Forces

3.3.6 Critical Success Factors

3.4 The component of Micro Environment of Renata

The component of Micro Environment as global, demographic, socio-economic, economics,

3.4.5 Political/ Legal

3.4.7 Industry Environment

Renata Limited, the largest pharmaceutical company in Bangladesh, is engaged in the

3.4.8 Competitor Environment

4. Porter's Five Forces Analysis

4.1 Porter’s five forces analysis on Renata:

4.1.1 Bargaining power of suppliers:

For a globally renowned pharmaceuticals company, a guaranteed supply chain of best

4.1.2 Threat of substitute products:

4.1.3 Bargaining power of buyers