Centaur Report

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CHAPTER: 1
INTRODUCTION
T. John College, Bangalore

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Organizational Functioning is an important factor for any Organization to

achieve the desired goals and Objectives. This requires Co-ordination at all
levels to smooth functioning. This report aims to understand the Function of
relation to different departments.
As a part of two year MBA program at the end of 2 n d semester, we had to carry
on a project in an organization in order to understand the organization
structure and their functions. This was a great opportunity to get the first hand
information and understand the functioning of the various departments.
I did my Organization Study at CENTAUR PHARMACEUTICLS PVT. LTD.

It is a Mumbai based Pharma Company. It was a great learning experience as it
is quite necessary for all the management students. The main purpose of doing
the organization study was to study the various departments of the organization
and understand their basic functions, their purpose, achievements, competitors
and the mission and vision of the company and their progress towards that.
All general information we get in course is all book knowledge, on which we

entirely cannot depend. It is very important to observe the actual working of an
organization and the overall structure of an organization. The actual
professionalism can be studied only through experience.
CONCEPT OF ORGANIZATION
Organization is the process of;
1. Identifying and grouping the work to be performed
2. Defining and delegating responsibility and authority
3. Establishing the relationship for the purpose of enabling people to work efficiency together
in accomplishing objectives.

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PRINCIPLES OF ORGANIZATION
Principle means the theoretical basis on which something is built up. The theoretical basis is
formulated from fundamental truth. Some of the important principles to be followed for
developing round and efficient organizations are:
 Principle of unity of objective.

 Principle of specification.
 Principle of co-ordination.
 Principle of unity of command.
 Principle of span of control.
 Principle of exception.
 Principle of flexibility.
 Principle of simplicity.
 Principle of communication.
 Principle of efficiency.
REQUSITIES OF A GOOD ORGANISATION
 The objective are to be clear, candid and well defined and the organization must
have a capacity to achieve it.
 All activities therein must be implemented easily and effectively.
 All activities therein must be properly coordinated.
 Organization must be complete; it should include all essential activities.
 The communication system within the organization must be effective.
 The span of control at all level must be reasonable.
 There should be provisions for future expansion, whenever needed.
 All activities and functions should follow defined procedures.
 The organization must be such that it promotes the morality of employees.
 There should be a proper diversion of authority and responsibility.

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Importance of an organization
Significance of the organization in any institution may be discussed as below:
(i) It ensures optimum use of human resources: It establishes persons with

different interest’s skills, knowledge and viewpoints.
(ii) It stimulates creativity: A sound and well conceived organization structure is the
source of creative thinking and initiation of new ideas.
(iii) Use of improved technology: A good organization provides for optimum use
of technological improvements.
(iv) Co-ordination in the enterprise: In a good organization, the different
departments perform their functions in a closely related manner.
(V)Executive development: The pattern of an organization structure has strong
influence on the development of executives.
(v) It ensures cooperation among workers: A good organization promotes mutual
goodwill and cooperation among workers also.

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Chapter: 2
INDUSTRY/COMPANY
PROFILE

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2.1 INDUSTRY PROFILE
The pharmaceuticals industry develops, produces and markets drug license for use as
medications. Pharma company can deal in generic and/or brand medication.
They are subject to a variety of laws and regulations regarding the patenting, testing
and marketing of drugs.
The main aim of a particular pharmaceuticals industry is to develop research and
distribute drugs in order to provide healthcare for the people in the society.
Pharmaceuticals industry is very much dependent upon the development and
discoveries that are made to search new types of drugs and also search for new kind of
medicines.
Drug discovery and drug development are two very aspects in the pharmaceuticals
industry.
Drug Discovery:-
It is a process through which potential drug are designed or discovered. It has been
observed in the past that most of the drugs were invented by means of isolating the
active component from remedies which are traditional in nature or through another
kind of discovery known as serendipitous discoveries.
Drug Development:-
This process is taken forward after the discovery is done and a thing is identified as a
potential drug. The development takes places immediately after that as the component
is turned into a medicine. So this is also considered as a very important process and
has great importance in the pharma industry.

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GLOBAL SCENERIO
For the first time ever global spending on prescription drugs topped $ 723 billion even
as growth slowed somewhat in Europe and North America.
The US account more than half of the global pharmaceutical market, with 48% of
market share followed by EU and Japan.
Market Share
US
Japan
France
Germany
UK
Italy
Spain
Canada
Korea
China
others
In the annual Fortune 500 survey the pharmaceutical industry topped the list of the
most profitable industries, with a return of 17% on revenue.

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INDIAN SCENERIO
Indian pharmaceutical sector is currently undergoing unprecedented change, much of
this is due to the country’s introduction of a system of product patents on January 1,
2005.
Indian pharma industry is worth of US $ 10 billion at 14 % per year. It is one of the
largest and most advanced among the developing countries.
The Indian pharmaceuticals sector is highly fragmented with more than 20,000
registered units. It has expended drastically in the last two year.
The top 20 companies control 62.31% of the market with market leader holding
6.54% of the market share.
The Indian Pharmaceutical Industry today is the front runner of India’s science-based
industries with wide ranging capabilities in the complex field of drug manufacture and
technology.
It ranks very high in the third world, in terms of technology, quality and range of
medicines manufactured. From simple headache pills to sophisticated antibiotics and
complex cardiac compounds, almost every type of medicine is now made
indigenously.
It plays a key role in promoting and sustaining development in the vital field of
medicines, boasts of quality producers and many units approved by regulatory
authorities in USA & UK.
International companies associated with this sector have stimulated, assisted and
spearheaded this dynamic development in the past 53 years and helped to put India on
the pharmaceuticals map of the world.
The Pharmaceutical Industry in India meets around 70% of the country’s demand for
bulk drugs, drug intermediateires, formulations, chemicals, tablets, capsules, oral and
injectables.
India’s leading drug manufacturer becoming global players utilizing both organic
growth through the gradual development of their business and merger & acquisition
as they seek to boost their presence in existing market and open up new ones.

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Some figure of the Indian Pharmaceutical Industry are given below:
 India currently represents just US $ 10 billion of the US $ 723 billion global

industry.
 Increasing at 14% per annum compared to 8% growth of global market
overall.
 Indian sector represents just 8% of the global industry by volume putting it on
4th place.
 It accounts 13% by value.
 Its drug exports have been growing at 30% annually.
 75% demand met by local manufacturing.
 Production cost is 50% lower than western countries.
 R&D cost is 1/8th of the western countries.
 Clinical research is 1/10 lower than western countries.
 It made 350 bulk drugs.
 The innovative scientific manpower in Indian industry is best in the world.

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2.2.KEY PLAYER IN THE INDUSTRY

S. No. COMAPNY NAME MARKET SHARE (%)
1. Abbott + Piramal +Solvay 6.54
2. Cipla 5.58
3. Ranbaxy 4.93
4. GSK 4.86
5. SUN 4.33
6. Zydus Cadila 4.03
7. Alkem+ Cachet + Indchenue 3.30
8. Lupin 3.22
9. CENTAUR 3.01
10. Pfizer + Wyeth 3.00
11. Aristo 2.56
12. Intas 2.20
13. Dr. Reddy’s 2.06
14. Sanofi + Aventis 1.98
15. Wockhardt 1.95
16. Micro 1.94
17. Macleods 1.83
18. Novartis 1.72
19. IPCA 1.67
20. Emcure + Zuventus 1.60
2.3 COMPANY PROFILE
Centaur, is a company that focuses on turning science into caring – Centaur, Impart health to
life. For more than three decades, Centaur Pharmaceuticals has been working to advance
health care for people around the world. Founded in 1978 by a young Entrepreneur Mr. S. D.
Sawant, Centaur Pharmaceuticals has evolved into a diversified health care company that
discovers, develops, manufactures and markets innovative products and services. Products

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and services of Centaur span the continuum of care from prevention and diagnosis, to
treatment and cure. Centaur today is a global, diversified health care company devoted to the
discovery, development, manufacture and marketing of pharmaceutical, diagnostic,
nutritional and hospital products. The company now employs approximately 1,200
workforce, 1200 stockist, 250000 pharmacies, and 250000 doctors and markets its products
in 50 countries and 5 continents worldwide.
Centaur extends this commitment with a strong presence in India as it has grown and evolved
it's operations in India over many decades. Our products encircle life from newborns to
ageing adults. Centaur has built expertise and leadership in primary care therapeutic areas
like Gastroenterology and Pain care. Our specialty areas include Neuroscience, Metabolic
and formulations.
Centaur serves the needs of Indian consumers with products backed by science and R&D.
Centaur have locally developed brands like Sinarest, Kofarest, Metoz, Livosil and protobex.
Centaur pharmaceuticals operates with 4 plants two in Goa, one in Ambernath and another at
Pune in Maharashtra. The plant operates at 90% of the installed capacity and works in two
shifts.
Centaur pharmaceuticals works upon the four pillar of the company. They are:-

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API
Formulation
Contract Research
Contract Manufacturing
API (Active Pharmaceuticals Ingredients)

Centaur is India’s largest manufacturer and exporter of Psychotropic API and has introduced
24 API for the first time in India. Centaur API manufacturing facility near Mumbai conforms
to USFDA standards and our clientele includes Big Pharma, generic majors and Indian
multinationals. Our specialisation ranges from API and intermediates to custom synthesis and
process chemistry. An integrated approach ensures that we can scale up capabilities from
conceptualisation to commercialisation.
Formulations
Centaur ranks among India's TOP 50 pharmaceutical companies by prescriptions (CMarc)
and by stockist audit (ORG-IMS). Centaur's All-India network includes a 1000 strong sales
force that covers 250,000 doctors and 250,000 retailers every month. Over 50 million
prescriptions of Centaur brands are generated by doctors of all specialities, annually.

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Prescription audits (ORG-IMS & CMarc) confirm that Sinarest is a clear leader in the Indian
Anti-Cold market. One prescription of Sinarest is generated every second by a doctor in
India!
Centaur has demonstrated its competence in transforming products into strong brands,
reinforced by successful extensions, resulting in a formidable presence in key therapy areas.
Centaur brands are leaders in six therapeutic segments and rank among the top 3 in six other
therapeutic segments.
Centaur's manufacturing facilities at GOA conform to WHO-GMP standards, and dosage

forms include tablets liquids, injectables (vials and ampoules), eye and ear drops, and
ointments.
CRO (contract Research Organisation)

10,000 square feet, ultra-modern, contract research organisation (CRO) with a 36 bed clinical
pharmacology unit (CPU), has been set up at Centaur House, our corporate headquarters.
Facilities include Bio-availability (BA), Bio-equivalence (BE), and Bio-analysis & Clinical
trials. State-of-the-art R&D laboratories dedicated to formulations and API, approved by the
Government of India are also located at Centaur House.
Contract Manufacturing
Centaur has fully integrated and well equipped manufacturing plant which manufacture for
different big player in India and abroad. It has fully scalable 25,000 square metre formulation
facilities.
It manufacturing plants conforms to USFDA/EU standards. Which manufacture 3 billion

tablets, 600 million capsules, 12 million units of ophthalmic drops and 20 millions vials and
ampoules.
Centaur manufacturing plant works on it full capacity. It delivers the quality as well as
quantity at the same time. It maintains the level of standard for the human life and improving
continuously.

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Some other factoid of centaur:
 One of India’s few, fully integrated pharmaceuticals players.

 Competencies across the pharmaceuticals value chain.
 Building relationship with global pharmaceuticals majors.
 Business spread (sales) :
API – 22%
Formulation – 78%
International – 20%
Domestic - 80%
 India’s largest manufacturer and exporter of Psychotropic API.

 Presence in Latin America, the Caribbean, Africa and Southeast Asia.
 Centaur brands generate over 50 million Rx annually in India.
 Brand Leadership in 6 therapy area.
 Sinarest – Anti-cold Brand Leader since 1997, 1 Rx every second.
 All India Reach :
1200 sales force.

1200 stockist.
250000 pharmacies every month.
250000 Doctor of all specialities every month.
 45th largest pharma company in India in terms of prescription.

 69th largest pharma company in India in terms of volume.
 Centaur introduces India’s 1st natural Herbal Antioxidant named RIBAKA.
 Planning a full equipped world class biotechnology park in Pune.

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CULTURE & VALUES
AT CENTAUR
We believe…
Transparency is the key to success
We strive…
To make it possible
We are a team…
Everyone matters
We achieve…
Winning is a habit with us.
We aim high…
With our feet firmly on the ground.
We are Centaur…
we impart health to life.
Our employees have always been our tremendous strength, and that is the main reason
behind our success. CENTAUR has always recognized the importance of freedom to
express and innovate.
Hence we have cultivated a work culture that permits our employees to learn, innovate &
experiment new ideas. Centaur Pharma places a great value on innovation and expects its
people to act and think differently.
We continuously encourage all individuals to take up new challenges with adequate
responsibilities which have majestically helped us by contributing towards a handsome
growth year after year.
End Result Focused, which would drive the Performance

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Both our customers and products are accorded highest priority with sensitivity,
commitment with time & cost for delivering innovative and affordable medicines in local
and global market.
Command with Innovation
Everyday we learn something new, make mistakes & again learn from our mistakes. We
always allow and tolerate genuine mistakes. We encourage & empower our people to take
risks with intelligence.
We know that there is a very thin line between EGO and SELF-RESPECT. Being in the
big chair places no guarantee of retaining position and respect. Therefore among our people
the status consciousness is minimal; leadership is the buzzword. Credibility &
accountability is the essence. Providing access to the people to explore our resources is
absolutely unrestricted.

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2.4 PRODUCTS
Centaur has created a balance between volumes from acute therapy and sustainable business
from chronic therapy, areas which promise long term growth and profitability. As a future
focused organization, we are building capacities and capabilities in India and across
international geographies with strong demand potential. Our portfolio comprises brands in
the Respiratory, Opthal / Ontological, Pain Management, Nutritional, Anti-infective,
Gastrointestinal, Cardio-Diabetics, Dental, Dermatological and Herbals therapeutic
segments.
CARDIO-DIABETICS (16) ANTI INFECTIVE (9)
1. Amlotrust Abclox
2. Glimitab Cefocef
3. Liporest Ciprotini
4. Losatrust Leeflox
5. Metolactone Monoflox
6. Metoz (p) Ziox
7. Preface Azyxin
8. Telmitrust
GYNECOLOGICAL (6) GASTROINTESTINAL (3)

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Blush Livosil forte caps
Bonium Livosil B caps
Folex Livosil susp.
Oraxin
Protobex
OTOLOGICAL/ OPTHALMIC (27) ANTI-INFLAMMATORY (4)
Brimopress Infladase
Britesite eyedrops Nimutab
Catarest Centamol
Ciprocent Translipo Triple
I-Gesic
Leeflox (P)
Diclogenta
Glucotim
Pilopress
Ocufree
Oculist
Ocupol
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Ocurest
Ocutab
Otiflox
Ocuwet
Oxop
Viscomac
Centaflox
Arrest
Re-lub
Leeflox 1.5
OTORHINOLARYNOLOGY (12) RESPIRATORY (9)
Sinarest (P) Albutamol
Sinarest Nasal Kofarest Drop
Sinarest Vapocap Kofarest Syrup
Sinarest Levo Kofarest Plus syrup
Sinarest Plus Kofarest C
Sinarest AF Kofarest DX

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Sinarest CC Kofarest PED Drops
Sinarest LP Kofarest PD Syrup
Sinarest PD Nasal MTnl ( Tab/ Kid Tab)
Sinarest Oral
Sinarest S Nasal
MTnl ( Tab/ Kid Tab)
2.5 Market Share:
Centaur pharmaceuticals are 45th largest company in India. It have .83% share in
the Indian market.
Financials:
Centaur pharmaceuticals had recorded a turnover of Rs 220 crore for the last fiscal. Of
this, about Rs 96 crore came in from the domestic market and the rest from exports as also
bulk drugs. Centaur brands are exported to over 50 countries.
The revenue of centaur is generated both from the domestic as well as from the international
market. The proportion of the revenue is 80:20 respectively in domestic and international
market.

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Sales (in crore)
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Other financial aspect:
 Centaur has recorded 11% growth in 8 successive quarter.

 The brand Sinarest has recorded a prescription of 21 crore in last fiscal year.
 Company is invested 110 crore for the new R&D plant in Pune.

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2.6 PORTER’S 5
FORCES ANALYSIS
New Entrants
Supplier Competition Buyer
Substitute
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 INDUSTRY COMPETITION
 Most competitive industry in the country with as many as 20000

different player.
 Top player of country has only 6.54 % market share and top five have
26.24%.
 High growth prospects.
 Very low entry barriers.
 Fixed cost requirement is low and need for working capital is high.
 Product differentiation is low.
 Firms try hard to persuade Doctors who play a major role in creating
brand awareness.
 Bargaining Power of Buyers

 End user of the product is different from the influencer.
 Doctor information is high so can ask for incentives.
 Consumers have no choice to buy what doctor says.
 Buyers are scattered and they as such does not wield much power in the
pricing of the products.
 Doctors can ask for their own profit in selling the products.
 Switching cost is low.
 Bargaining Power Of Suppliers

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 Pharma industry depends upon several organic chemicals.

 Very competitive and fragmented industry.
 Suppliers have very low bargaining power.
 Suppliers can be switched without incurring a very high cost.
 Less chance for forward integration.
 Barriers To Entry
 Most easily accessible industries for an entrepreneur in India.
 Capital requirement for the industry is very low.
 Creating a regional distribution network is very easy.
 Creating brand awareness and franchisee amongst doctors is the key for
long-run survival.
 Impending new patent regime will raise barriers to entry.
 High profitable industry with high growth rate which attracts new players.
 Threats To Substitute
 Demand for pharma products continues and the industries thrive.
 Low capital requirement create threats of the substitute.
 Key role of doctor also play vital role of substitute.
 Making patents can prevent threats to substitute.
 Firm spend lot of money on R&D to introduce new products in the market.

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CHAPTER-3
ORGANISATIONAL STRUCTURE
ORGANISATION STRUCTURE
Managing
Director
President
Board Of Directors

Vice-President
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Management Team of Centaur Pharmaceuticals
Name Designation
Mr. S. D. Sawant M.D
Mr. S. K. Rangnekar Director
Mr. A. K. Handa President
Mr. S. V. Ayyer Vice-President

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Mr. T. K.Das G.M (SAmrudhi)
Mr.P.K.Pandey G.M (Shasvatam) Marketing
Mr. S.M. Hinge G.M (Pragya)
Mr. V.S. Kumar G.M (Sankalp)
Mr. A. Rangnekar Distribution Head
Mr. S.S. Purohit Training Head
Mrs. S. Shetty Admin DGM & Personnel
Mr. M. Jarabkar G.M (H.R)
Mr. M. Nijaswaram G.M (Finance)
Mr. P. Betthy P.M.T Head
ORGANIZATION DESIGN
Organization Design is a formal, guided process for integrating the people, information and
technology of an organization. It is used to match the form of the organization as closely as
possible to the purpose(s) the organization seeks to achieve. Through the design process,
organizations act to improve the probability that the collective efforts of members will be
successful.

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Typically, design is approached as an internal change under the guidance of an external

facilitator. Managers and members work together to define the needs of the organization then
create systems to meet those needs most effectively. The facilitator assures that a systematic
process is followed and encourages creative thinking.
Hierarchical Systems
Western organizations have been heavily influenced by the command and control structure of
ancient military organizations, and by the turn of the century introduction of Scientific
Management. Most organizations today are designed as a bureaucracy in whom authority and
responsibility are arranged in a hierarchy. Within the hierarchy rules, policies, and procedures
are uniformly and impersonally applied to exert control over member behaviours. Activity is
organized within sub-units (bureaus, or departments) in which people perform specialized
functions such as manufacturing, sales, or accounting. People who perform similar tasks are
clustered together.
The same basic organizational form is assumed to be appropriate for any organization, be it a
government, school, business, church, or fraternity. It is familiar, predictable, and rational. It
is what comes immediately to mind when we discover that ...we really have to get organized!
As familiar and rational as the functional hierarchy may be, there are distinct disadvantages
to blindly applying the same form of organization to all purposeful groups. To understand the
problem, begin by observing that different groups wish to achieve different outcomes.
Second, observe that different groups have different members, and that each group possesses
a different culture. These differences in desired outcomes, and in people, should alert us to
the danger of assuming there is any single best way of organizing. To be complete, however,
also observe that different groups will likely choose different methods through which they
will achieve their purpose. Service groups will choose different methods than manufacturing
groups, and both will choose different methods than groups whose purpose is primarily
social. One structure cannot possibly fit all.
Organizing on Purpose

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The purpose for which a group exists should be the foundation for everything its members do
— including the choice of an appropriate way to organize. The idea is to create a way of
organizing that best suits the purpose to be accomplished, regardless of the way in which
other, dissimilar groups are organized.
Only when there are close similarities in desired outcomes, culture, and methods should the
basic form of one organization is applied to another. And even then, only with careful fine
tuning. The danger is that the patterns of activity that help one group to be successful may be
dysfunctional for another group, and actually inhibit group effectiveness. To optimize
effectiveness, the form of organization must be matched to the purpose it seeks to achieve.
The Design Process
Organization design begins with the creation of a strategy — a set of decision guidelines by
which members will choose appropriate actions. The strategy is derived from clear, concise
statements of purpose, and vision, and from the organization’s basic philosophy. Strategy
unifies the intent of the organization and focuses members toward actions designed to
accomplish desired outcomes. The strategy encourages actions that support the purpose and
discourages those that do not.
Creating a strategy is planning, not organizing. To organize we must connect people with
each other in meaningful and purposeful ways. Further, we must connect people with the
information and technology necessary for them to be successful. Organization structure
Defines the formal relationships among people and specifies both their roles and their
responsibilities. Administrative systems govern the organization through guidelines,
procedures and policies. Information and technology define the process (es) through which
members achieve outcomes. Each element must support each of the others and together they
must support the organization’s purpose.
Exercising Choice

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Organizations are an invention of man. They are contrived social systems through which
groups seek to exert influence or achieve a stated purpose. People choose to organize when
they recognize that by acting alone they are limited in their ability to achieve. We sense that
by acting in concert we may overcome our individual limitations.
When we organize we seek to direct, or pattern, the activities of a group of people toward a
common outcome. How this pattern is designed and implemented greatly influences
effectiveness. Patterns of activity that are complementary and interdependent are more likely
to result in the achievement of intended outcomes. In contrast, activity patterns that are
unrelated and independent are more likely to produce unpredictable and often unintended
results.
The process of organization design matches people, information, and technology to the
purpose, vision, and strategy of the organization. Structure is designed to enhance
communication and information flow among people. Systems are designed to encourage
individual responsibility and decision making. Technology is used to enhance human
capabilities to accomplish meaningful work. The end product is an integrated system of
people and resources, tailored to the specific direction of the organization.
TYPES OF ORGANIZATION STRUCTURES
1. Functional structures
Early organizational design divided enterprises into relatively simple parts, splitting them into
defined activities such as production, marketing or personnel. Functional organizations have
the advantage of being simple to understand with clear lines of command, specified tasks and

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responsibilities. Staff can specialize in a particular business area such as production or

marketing and follow well-defined career paths. This is equally true of human resource
specialists who can develop expertise in specific areas such as employee relations or reward
management.
There are also major disadvantages to functional structures. People managers have to tread
carefully because this form of organization is prone to interdepartmental conflict, often
degenerating into 'them and us' tribal warfare. Coherence and good communication are
particularly hard to achieve between virtually independent functions.
2. Divisional organizations
Split into self-contained units, able to react to environmental changes as quickly as small
companies, they are also described as multidivisional or 'M-form' organizations. Divisions
encourage team spirit and identification with a product or region. Managers can develop
broad skills as they have control of all basic functions. Each division is likely to have a
devolved human resource function. But there is a risk of duplicating activities between head
office and divisional human resource departments and of conflict between staff in successful
and unsuccessful divisions. The divisional function may play a coordinating role, reconciling
decisions taken at the corporate and business unit levels. This results in a complex picture of
people management.
3. Federations
One variant of the divisional form which has a particular relevance because of its human
resource implications is the 'federation', a loosely connected arrangement of businesses with a
single holding company or separate firms in alliance. This form of organization has attracted
criticism from stock market analysts who find difficulty in comprehending its subtle
informality.

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4. Matrix organizations
Matrix forms of management can be regarded (arguably) as an early form of 'network'
structure. They focus on project teams, bringing skilled individuals together from different
parts of the organization. Individuals were made responsible both to their line manager and
the project manager involved. Before the advent of network technology, many matrix
organizations were dogged by duplication and confusion: the 'matrix muddle'.

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CHAPTER: 4
FUNCTIONAL AREA
Centaur Pharmaceuticals have the four dynamic functional department, they are:
1. Marketing
2. Finance
3. Human Resource
4. Manufacturing

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The centaur is a well integrated functioning which helps it to fulfil the pre assumed objective
in a well systematized manner. The functioning department is very essential for any
organisation.
The functional department are the essential for any business organisation. In centaur the four
core department control by the department head i.e. GM of the department. All the four
department are centrally monitored by the vice-President and he reported the situation to the
President.
The departments are integrated and well coordinated for achieving the organisational goal.
Each department has a well skilled group of manpower, which give there full potential effort
to fulfil the organisational goal.
4.1 MARKETING
PEOPLE:
GM (Marketing)
T. Sales Manager
John College, Bangalore
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ZSM
RSM
AM/DM
MR
POLICIES:
Centaur has a versatile marketing department. It is Equipped with the highly experienced
manpower and the design of the marketing department is very much customer oriented of the
centaur. The marketing structure of the company is as following:

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Top
Management
Customer
Middle front line

Management people
New approach of marketing
The new approach of centaur pharma is to put the customer at the centre of the concentration
so that they can provide the facilities to the customer. Centaur developed the marketing
strategies with focusing more on the generics and bulk drugs.
The theme of CENTAUR’s Marketing is to care for its customers and this responsibility
doesn’t lie only on the shoulder of Marketing Department rather all the company’s
departments work together to serve the customers’ interests. And by the customers we don’t
mean only the external customers, but also the internal customers i.e. our employees. Thus
we always thrive to build and maintain an integrated marketing environment within the
organization. However, the core marketing job is accomplished by six departments- Product
Management, Sales, Distribution, Medical Services, Sales Training and Market Research.

SYSTEM AND PROCEDURE
Product Management Department (PMD)
Product Management Department lies in the centre of all marketing activities. A dedicated
team with solid professional background comprising Pharmacists, MBAs, Biochemists and
Medical Graduates work in this department. They formulate the strategies to uphold the
market share of company’s products, select and introduce new products to keep the company

P a g e | 38
growing and develop promotional materials for sales people to win in the market.

Sales Department
The sales department lies as an important part of marketing as they do the implementation
part of all strategies. A large team of around 1200 highly skilled sales people work
throughout the country to bring in success for the company. Team spirit remains as the key to
success of the sales department in CENTAUR.

Distribution Department
To make its quality products available at every corner of the country, CENTAUR has a
strong distribution network comprising of 14 depots throughout the country. A dedicated
team of around 450 people and a fleet of vehicles comprising delivery vans, three wheelers
etc. are engaged in the timely distribution of products throughout the country.

Medical Services Department (MSD)
In CENTAUR, we believe that our responsibility does not end only in manufacturing and
marketing quality medicines but also extends to the total improvement of the healthcare
sector of the country. To do this, CENTAUR has established an independent Clinical
Research and Medical Services Department (CRMSD) for the first time in Bangladesh.
CRMSD comprised of medical graduates, assists in conducting Clinical Researches with our
own medicines on our local people upon collaboration with different medical institutions. It
also arranges seminars & symposia, publishes newsletters & articles and provides other
professional services to the doctors.

Sales Training Department
They organize training for sales people. Training is organized both in the entry level as well
as for existing people to keep them updated with product knowledge, selling skills etc.

Market Research Team (MRT)
The Market Research Team conducts prescription audit throughout the country to find out
the prescription behavior of the doctors, which acts as the major input for formulating
marketing strategies.
Rich dividends from Multiple Brands Strategy

The Centaur Pharmaceuticals is having a best team amongst the top player for the brand
strategies of the products of the company.

P a g e | 39
The most famous brand of the company is Sinarest which the leader in the segment from
more than a decade. It had more brand like Kofarest, Metoz, Livosil and many more.
Centaur is the brand leader in the six therapy area. The brand positioning is the very critical
task for any company it takes years to position a brand in the mind of the customer.
Strengthen distribution network
Company has been marketing significant investment in strengthening marketing expertise and
creating execution excellence to enhance customer servicing. Multiple brand strategy adopted
by the company build a large network of dealers & retailers and other marketing
infrastructure. Total number of dealers and retailers stood at 2000& 250000 respectively.
Factory
Godan
C&F
Retailer
Institution Stockist
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Distribution network
Objective of marketing department:
 Improvement of the customer service.

 Capture large market share.
 To create and meet new customers and their requirements.
 To create bridge between customer’s needs and company’s business.
 Expanding profit margin.
 Price stabilization.
FUNCTIONS:
 Continuous improvement of quality.

 Time management.
 To organise visits, discussion with the stockist, retailer and doctor to get the feedback
for improvement if any required.
 To meet customer as well as company requirements.
VALUE CHAIN

P a g e | 41
Centaur works in a new concept in which they divide their products into four division. The
divisions are as follows:
1. SAMRUDHI
2. SHASWATAM
3. PRAGYA
4. SANKALP
1. SAMRUDHI:
The division Samrudhi is headed by Mr. T.K.Das. The division deals with the drugs
related to the Physician,ENT, Peditic, Generic and non-MBBS.
It is the best division which give the highest sales and revenue. The top performers of
the company are always from this division.
2. SHASWATAM:
The division SHASWATAM is headed by Mr. P.K.Pandey . This division is dealing
with the product related to the Peditic, Gynic and Nepro. It is the second largest
division with the highest potential team.

P a g e | 42
3. PRAGYA:
The division PRAGYA is headed by Mr. S.M. Hinge. This division is dealing with the
product related to the Optha. It covers all India regions with a team of well
experienced manpower.
4. SANKALP:
The division SANKALP is headed by Mr. V.S.Kumar . This division is dealing with
the product related to the cardiac and Diabetologic. It the new division which focuses
to the segment of high range of heart related and diabetics related patient market.
Centaur is more concentrating on this division nowadays. They are developing too
many API”s in this segment.
CHALLENGES:
1. New entrants are creating low price market which are creating problem for the
company.
2. Distribution channel should be more frequent in terms of delivery the product.
4.2 FINANCE
PEOPLE:
GM (FINANCE)
FM

P a g e | 43
A/C HEAD
DIVISIONAL HEAD
POLICIES:
Finance is the blood for any organisation. At Centaur the financial department deal with the
different financial aspect.
The account department is involved in monitoring the functions of other department thus
ensuring that the unit is functioning as per plan though with minor deviation.
Important functions constitute the following:
o Planning and budgeting

o C.V.A [cash value Added] calculations
o Bill passing for the supplier as well as the contractors.
o Cash as well as bank transactions
o MIS related activities such as generation of MIS and review meetings from
corrective actions.
Planning and budgeting activities are done once a year and budgets so formed are reviewed
quarterly. Quarterly revisions or estimates are essential to transform the yearly data contained
in the budget to operational data pertaining to the immediate quarter incorporating there in
any factors that might have escaped notice during the budget preparation due to the any
reason. Deviations from the budgets are reported in the MIS (CVA is calculated annually for
assessing the performance of the unit in cash terms. Delta C.V.A gives the idea of the cash
value additions done during a year.
Separate cash affiliated to the accounts department does bill passing activity. The payment of
the bill is done in the accounts department. MIS generated from accounts department contains

P a g e | 44
details of the functioning of all the departments in the line of the consumption patterns of all
the products as well as the by – products etc.
If there are any deviations from the budget or the quarterly estimates that are serious in
natural then there deviations are discussed in the monthly review meetings.
SYSTEM AND PROCEDURE:
Role of Finance Manager:
 Financial planning.
 Rising of necessary funds.
 Controlling the use of funds.
 Disposition of profit.
 Account finalisation.
 Tax planning.
 Book keeping and accounting.
 Profit planning.
Objective of Financial Department:
Since financing is one of the functional area of any business enterprises, the objective of
financial management must be in tone with the overall objectives of the enterprise. The
objective of the finance department should be devised they contribute directly towards the
achievement of overall organisational objectives.
 Ensuring regular and efficient supply of capital to the business.

 Maintain the required working capital for the business,
 Ensuring better utilization of capital by following the principles of liquidity,
profitability and safety.

P a g e | 45
 Coordinating the activities of the finance department with those of other department
of the enterprise.
Function of Finance Department:
1. CAPITAL BUDGETING:
The capital budgeting is done at the beginning of the year itself. The requirement of
capital will be specified clearly for the approval. During the budgeted year, if there is
any further requirement of capital is faced then a proper justification has to make.
2. CASH MANAGEMENT SYSTEM:

Cash management system is one of the key areas in any business. Apart from the fact
that it is the most liquid current asset can be reduced. Cash is the common
denominator to which all current asset can be reduced because that other major liquid
asset receivable and inventory get eventually converted into cash.
3. Planning of funds:
Planning of funds is a careful made by the manager about the total funds require,
which includes both fixed and working capital requirement. This estimation is done
by the observation over the physical activities of the company.
4. Allocating of funds:
Providing of funds to proper place at proper time is also an important task to be done
by financial manager studies the cash requirement of each department and then funds
are distributed.
5. Cost Control:
The costs are controlled in a manner so that the competitiveness as well as the profit
of the company can be maintained. To maximise the profit cost should must be
control and specified by the department.

P a g e | 46
CHALLENGES:
 Cost controlling in case of the new API’s is very difficult task for the finance
department.
 R&D incur cost more but the chances of success is very low.
4.3 HUMAN RESOURCE DEPARTMENT
PEOPLE:
GM (HRM)
PM
ADMIN DGM
P a g e | 47
T&D HEAD
POLICIES:
HRM is the process of acquiring, training, appraising, compensating and employees and
attending to the their labour relations health and safety and fairness concern. In another words
Human Resource Management concerned the people dimension in management. Human
Resource Management refers to a set of programs function and activities organisational
effectiveness. That functions are:
HRM Objective Functions
1. Societal objective: Legal Compliance
2. Organisational Objective: HR Planning

Employees Relation
Selection
T&D
3. Functional Objective: Appraisal

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Placement
Assessment
4. Personnel Objective: T&D

Appraisal
Placement
Compensation
Assessment
Training & Development Programs

P a g e | 49
Our Training programs are primarily focused on the continuous up-gradation of knowledge
and skills of our employees. We normally orient them to get them synchronized to our culture
and to develop synergy in their efforts. This helps to harness the true potential of an
employee. It also helps all individuals to sustain a career growth. All training programs are
designed focusing on the employees’ profile, qualifications and level of knowledge required.
Class Room Training for Sales people

Our Sales Team always help us in creating marketing niche and to maximize the success
results. We conduct a 25 days training for the new members. During this program they are
trained on products, market behaviour, competitors, communication skills, attitude
improvement, selling techniques. This helps them to build their confidence and generate
improvised results.
Refresher Courses
Apart from imparting training to new members of our sales force, we hold various workshops
for our existing employees.. During these workshops which last for about a week, we conduct
courses to update their product knowledge through various exercises.
Management Development Programme

To retain the punch & mental drive of our people to achieve required levels. we conduct in
house & outbound training programs for our people. It motivates them to put their best &
come out with flying colours. In such programs we try to explore hidden talent & skills and

P a g e | 50
channelize their energy to blossom their true potential.
Working at CENTAUR
The employees working with the company enjoys flexibility in working environment that
encourages creativity, innovation and skill development. Company intends to provide space
to individuals to pursue their passions as long as work objectives and targets are achieved. In
other words, individuals set their own targets with respect to company objectives and share
them with their leaders or superiors who are always there to guide them through.
No one works within narrow & rigid boundaries; everyone is encouraged to broaden their
understanding of all aspects of the problems. In this way every professional develops a
broader vision and acquires attitude to perform as a more responsible and committed team
member, one who is sensitive to each other’s roles but who is not shy of making suggestions
or constructive criticism.
The company subscribes to equal opportunity principle, respects merit and empowerment of
all professionals regardless of their experience or socio-economic background. CENTAUR
Pharma Limited has modern infrastructure facility.
CREATING LEADERS AT EVERY LEVEL
CENTAUR emphasises that creating leaders not just at the organisational apex but at every
level results in strong sense of emotional ownership. Thus the employees are delegated with
responsibility and authority to adopt one Electric motor and related equipment for keeping

P a g e | 51
watch and care resulting in energy conservation, thus generating multiple CEO's in the
Energy Management System.
RECOGNITION AND REWARD SCHEME
The management believes in the self-actualisation of its employees by injecting the concept
of Human resource Development in all its policies and strategies. By recognition and reward
the employees are motivated to give their best in the interests of the organization in particular
and for the society in general. So many schemes of recognition and rewards are given to
boost the morale and motivate the employees.
According to Managing Director of the company, morale management is considered to be

more challenging than material management. According to him it is important to keep
walking around and congratulating the teams for their small victories. Efforts and their
success stories are disclosed to all in special functions so that other employees may take
inspiration from them. Employees are rewarded for doing exemplary work in the field of
reducing/ eliminating breakdown, in-house development, better housekeeping, and reduction
in raw material, fuel, power and wastage. Cash awards and Certificates of honour have been
given in a function.
For example a scrapper chain of reclaimed II is to be replaced which takes 80 hours. The
team completed this task in minimum possible time with the result that the reclaimed was put
into operation in just 36.5 hours. The team was rewarded with a cash amount of Rs. 11,000/-
and certificate of honour.
MULTISKILL DEVELOPMENT TRAINING PROGRAMME
In 2001-02, the company started the concept of multi skilling to optimise manpower, enhance
skill sets and to facilitate cross-functional development. Unlike other organisations who
introduce multi-skilling for high fliers, the company started this concept first for its workers.

P a g e | 52
Reason: The company faced a problem of surplus workers. Other organizations would have
resorted to retrenching and laying off, but this is not Centaur philosophy. Centaur optimally
utilized its surplus strength by developing worker skills in other technical process. This
helped the company build in a redundancy factor wherein at any given point there was always
a skilled set of people for any function. The company reduced overtime through efficient
manpower utilisation, organised smooth functioning of the production cycle, increased job
security leading to a greater sense of belonging and strengthened industrial relations. As a
result the company did not lose a single day's work due to strikes or lockouts. Employees
were deputed for Multiskill training of fitter trade in different Industrial Training Centres.
Following the success of multi-skilling with workers, the company introduced this concept
with staff members. The objective was to enhance competencies and to enable managers
understand how an initiative taken by their department could affect the productivity and
performance of another department. This broadened the outlook of staff members, making
them think like business managers.
ASCENT PROGRAMME
Small groups have been formulated in order to institutionalize the process of learning, self-
development as well as bringing continuity and inculcating the process of brain storming for
self and organizations development.
VISION
To be a high performance team and trusted HR business Partner to ensure organisational
objectives are met through our people.
ROLE
 A trusted HR business partner.

P a g e | 53
 Champion the cause of our employees and balance the needs of the organisation and
its people.
 A change agent.
 An expert HR administrator delivering the best in class HR service.
Personnel administration Department:

The personnel administration department designs all the policies, rules and procedures
relating aspects of HUMAN RESOURCE MANAGEMENT and is intended to serve as a
basis for the effective and uniform implementation of to his across the entire organisation. In
other words it is just managing the people by personnel policy.
CHALLENGES:
 Attrition rate of the employee is increasing due to new entrants .

 Maintaining a good talent pool is a problem for the HR group.
4.4 MANUFACTURING DEPARTMENT
PEOPLE:
GM (PRODUCTION)

P a g e | 54
OPERATIONAL HEAD
FACTORY HEAD
MANAGER
POLICIES:
 Centaur believes in the quality product.

 Develop more API”s for the High sensitive disease.
 Formulation and bulk drugs are coming as the future aspect of the company.
The centaur pharmaceuticals have fully integrated divisions, which is the best in the class.
Centaur has four manufacturing division. They are:
 Goa (2)
 Ambernath
 Pune
Centaur leverages state-of-art manufacturing facilities at Goa, conforming to WHO-

GMP standards, to ensure quality products at all times. Quality, at Centaur is a continuous
journey, enhanced by superior technology.
The current pharma scenario has driven a shift, away from in-house R&D and production to
contract research and manufacturing (CRAM). A fully scalable 25,000 square metres

P a g e | 55
formulations facility conforming to USFDA / EU standards has been set up in Pune with a
focus on oral solids.
Formulations unit at Pune conforming to US/European standards.
The current global pharmaceutical dynamics have ensured a shift towards collaborative
relationships. By establishing key capabilities in CRAM, Centaur has strategically
positioned itself to offer critical value.

P a g e | 56
A fully scalable 25,000 square metres formulations facility conforming to USFDA /

European standards has been set up in Pune for contract manufacturing. The facility is
dedicated to oral solids and sterile products.
The capacities of the facility on a single shift basis are:
 3 billion tablets
 600 million capsules
 20 million, vials and ampoules (Proposed)
12 million units ophthalmic drops (Under expansion)
Formulations
Centaur ranks among India's TOP 50 pharmaceutical companies by prescriptions (CMarc)
and by stockist audit (ORG-IMS). Centaur's All-India network includes a 1000 strong sales
force that covers 250,000 doctors and 250,000 retailers every month. Over 50 million
prescriptions of Centaur brands are generated by doctors of all specialities, annually.

P a g e | 57
Prescription audits (ORG-IMS & CMarc) confirm that Sinarest is a clear leader in the Indian
Anti-Cold market. One prescription of Sinarest is generated every second by a doctor in
India!
Centaur has demonstrated its competence in transforming products into strong brands,
reinforced by successful extensions, resulting in a formidable presence in key therapy areas.
Centaur brands are leaders in six therapeutic segments and rank among the top 3 in six other
therapeutic segments.
Centaur's manufacturing facilities at GOA conform to WHO-GMP standards, and dosage

forms include tablets liquids, injectables (vials and ampoules), eye and ear drops, and
ointments.
API
Centaur is India's largest manufacturer and exporter of Psychotropic API and have introduced
24 API for the first time in India. Our API manufacturing facility near Mumbai conforms to
USFDA standards and our clientele includes Big Pharma, generic majors and Indian
multinationals. Our specialisation ranges from API and intermediates to custom synthesis and
process chemistry. An integrated approach ensures that we can scale up capabilities from
conceptualisation to commercialisation.
Challenges:
 Bulk drug are the new field for the company and so there is lack of experience.

P a g e | 58
CHAPTER: 5
SWOT ANALYSIS/ VISION, MISSION, GAOLS
AND OBJECTIVE

P a g e | 59
5.1 SWOT ANALYSIS OF CENTAUR
STRENGTH
 Low cost of production

 Larger pool of installed capacity
 Efficient technology for large number of generics.
 Large pool of skilled technical and sales manpower.
 Best class R&D team.
 Totally integrated manufacturing system.
WEAKNESS
 Fragmentation of installed capacity.

 Low technology of capital goods of this section.
 Fragmented division is creating competencies which reason for politics.
 Non-availability of major intermediaries for bulk drugs.
 Lack of experience to exploit efficiently the new patent regime.
OPPORTUNITIES
 Aging of the world population.

 Growing attention for health.
 New therapy approaches.
 Spreading use of generic drugs.
 Saturation point of market is too far.
 New delivery system.
 Opportunities in the field of healthcare development.
 Outsourcing is increasing rapidly.

P a g e | 60
THREATS
 Highly entry cost in newer market.

 Entry barrier is low so new entrants are many in the market.
 High cost of sales and marketing.
 Competition particularly from generic products.
 Switching over from process to product patent.
 There are many giant which is already established there brand.
 Customers are switching towards the herbal and ayurvedic medicine.

P a g e | 61
5.2 VISION AND MISSION
Centaur accepts change as a constant, and continuously innovates to remain significant.

Centaur has built knowledge sharing relationships with the pharmaceutical majors in areas of
product development, custom synthesis, contract research and contract manufacturing.
Centaur is committed to developing new and effective healthcare solutions. The values on
which the group was founded have always inspired growth and will continue to do so in ties
to come.
Centaur mission is “To deliver medicine that enable patients to live healthier, happier and
more active lives as well as to become a research based international pharma company.”
Centaur undertakes the quest of improving the quality of human life with enthusiasm and
vigour.
Centaur vision for the future is powered by its business drivers. It finds purpose and direction
with its strategic intent. It is guided by its corporate culture that places people and capabilities
as the pivot that changes and transforms situations.
The company is driven its vision to “ achieve significant business in proprietary prescription
products by 2012 with a strong presence in developed market as well as regulated markets.

P a g e | 62
5.3 Goals and Objective:
Centaur Pharmaceuticals have a set of goal and objective for the betterment of the
company. They are as follows:
 To become a research based company.
 To grow the market share.
 Centaur wants to produce more API’s for cancer and diabetics.
 To confer the quality level to its best.
 Try to diversify with the new aspect of Bio-Technology.

P a g e | 63
CHAPTER: 6
FINDINGS &
SUGGESTIONS

P a g e | 64
6.1 FINDINGS
During the internship project the finding I got, they are:
 There is lack of coordination between the marketing divisions.

 The company is more concentrated on formulation and API’s.
 The revenue of the company is basically depend upon the ten product.
 The pharma company needs more working capital than fixed capital.
 There is a big problem of attrition due to new entrants.
SUGGESTION:
 They should build the mutual understanding between the divisions for the better
coordination.
 They can also focus on the emerging market of the generic drugs.
 Company need to diversify it product portfolio in the other segment of the healthcare.
 To maintain the level of Working Capital, Company should make a reserve fund for
the working capital from the profit.
 Company should need to maintain his talent pool by the use of compensation, regular
meeting and by using grievance report.

P a g e | 65
6.2 BIBLIOGRAPHY
BOOKS
 D. Subbarao (2009), ‘Human Resource Management’, Himalaya Publication House,

Bangalore,
 P. Kotler (2008), ‘Marketing Management’, Tata McGraw Hill Publication, New
Delhi pp-145,378.
 Shashi K. Gupta (2009), ‘Financial Management’, Himalaya Publication House,
Bangalore, pp-126,210.
WEBSITE
 www.centaurpharma.com
 www.centaurgroup.com
 http://www.centaurpharma.com/corporate/corporate.htm
 http://www.centaurpharma.com/brands/brands.htm

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T. John College, Bangalore

Organizational Functioning is an important factor for any Organization to

I did my Organization Study at CENTAUR PHARMACEUTICLS PVT. LTD.

All general information we get in course is all book knowledge, on which we

Organization is the process of;

1. Identifying and grouping the work to be performed

2. Defining and delegating responsibility and authority

T. John College, Bangalore

 Principle of unity of objective.

REQUSITIES OF A GOOD ORGANISATION

T. John College, Bangalore

(i) It ensures optimum use of human resources: It establishes persons with

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T. John College, Bangalore

2.1 INDUSTRY PROFILE

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T. John College, Bangalore

T. John College, Bangalore

Some figure of the Indian Pharmaceutical Industry are given below:

 India currently represents just US $ 10 billion of the US $ 723 billion global

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2.2.KEY PLAYER IN THE INDUSTRY

2.3 COMPANY PROFILE

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API (Active Pharmaceuticals Ingredients)

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Centaur's manufacturing facilities at GOA conform to WHO-GMP standards, and dosage

CRO (contract Research Organisation)

It manufacturing plants conforms to USFDA/EU standards. Which manufacture 3 billion

T. John College, Bangalore

Some other factoid of centaur:

 One of India’s few, fully integrated pharmaceuticals players.

 India’s largest manufacturer and exporter of Psychotropic API.

1200 sales force.

 45th largest pharma company in India in terms of prescription.

T. John College, Bangalore

CULTURE & VALUES

End Result Focused, which would drive the Performance

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CARDIO-DIABETICS (16) ANTI INFECTIVE (9)

6. Metoz (p) Ziox

GYNECOLOGICAL (6) GASTROINTESTINAL (3)

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Blush Livosil forte caps

Bonium Livosil B caps

Folex Livosil susp.

OTOLOGICAL/ OPTHALMIC (27) ANTI-INFLAMMATORY (4)

Britesite eyedrops Nimutab

Ciprocent Translipo Triple

OTORHINOLARYNOLOGY (12) RESPIRATORY (9)

Sinarest (P) Albutamol

Sinarest Nasal Kofarest Drop

Sinarest Vapocap Kofarest Syrup

Sinarest Levo Kofarest Plus syrup

Sinarest Plus Kofarest C

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Sinarest CC Kofarest PED Drops

Sinarest LP Kofarest PD Syrup

Sinarest PD Nasal MTnl ( Tab/ Kid Tab)