How “dramatic\ has the change been for Ranbaxy in the international arena?
There has been lots of change and it has been accelerating. In the late-1999, 65 per cent of our business was made up of Indian and raw material business. But today, it is about 43 per cent. Three years ago, South America, the US and Europe were at 15 per cent. Today, they contribute about 49 per cent. Within this, the US has overtaken India at a growth of 70 to 80 per cent, Europe is growing at 50 per cent and South America is doubling. There is dramatic change. Ranbaxy has identified global licensing as one of the key drivers of growth in its six key markets – the US, India, the UK, China, Brazil and Germany… As we go forward, we expect to grow both organically and inorganically. Hence, we will, on one hand, look to acquire brands and companies, while on the other, we would look at business deals with other companies. We have something like 150 bilateral company arrangements spread around the world. Hence, that networking enriches our business. We are still small in the US, but we
