Dr. Amita Joshi takes over as CEO of Samuel Drugs Limited in 2005 to turn the company around from losses. She empowers employees and the marketing department is handed to JJ Mishra. Mishra is also appointed MD of EPL, a subsidiary. However, EPL wins a tender over Samuel Drugs, appearing to be a conflict of interest for Mishra. Upon investigation, Joshi feels betrayed by Mishra taking advantage of customer contacts built at Samuel Drugs. However, others argue Mishra may have legitimately worked to strengthen EPL and had the better offer without improper intentions.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Dr. Amita Joshi takes over as CEO of Samuel Drugs Limited in 2005 to turn the company around from losses. She empowers employees and the marketing department is handed to JJ Mishra. Mishra is also appointed MD of EPL, a subsidiary. However, EPL wins a tender over Samuel Drugs, appearing to be a conflict of interest for Mishra. Upon investigation, Joshi feels betrayed by Mishra taking advantage of customer contacts built at Samuel Drugs. However, others argue Mishra may have legitimately worked to strengthen EPL and had the better offer without improper intentions.
Dr. Amita Joshi takes over as CEO of Samuel Drugs Limited in 2005 to turn the company around from losses. She empowers employees and the marketing department is handed to JJ Mishra. Mishra is also appointed MD of EPL, a subsidiary. However, EPL wins a tender over Samuel Drugs, appearing to be a conflict of interest for Mishra. Upon investigation, Joshi feels betrayed by Mishra taking advantage of customer contacts built at Samuel Drugs. However, others argue Mishra may have legitimately worked to strengthen EPL and had the better offer without improper intentions.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Dr. Amita Joshi takes over as CEO of Samuel Drugs Limited in 2005 to turn the company around from losses. She empowers employees and the marketing department is handed to JJ Mishra. Mishra is also appointed MD of EPL, a subsidiary. However, EPL wins a tender over Samuel Drugs, appearing to be a conflict of interest for Mishra. Upon investigation, Joshi feels betrayed by Mishra taking advantage of customer contacts built at Samuel Drugs. However, others argue Mishra may have legitimately worked to strengthen EPL and had the better offer without improper intentions.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
Download as pptx, pdf, or txt
You are on page 1/ 10
Presented By-
GROUP 17 ARUN G JAGZAPE RITESH VINOD P SRINIVASA RAVI TEJA SANTHOSH.Y SUMIT SINHA MS12A018 MS12A037 MS12A055 MS12A074 MS12A092
o Founded by Samuel Houston, Samuel Drugs Limited was
the flagship company of Houston Group.
o The company went through a period of early growth.
Beyond this phase the company faced a critical growth phase where it faced stagnation. o As a part of this, they took over Eastern Pharmaceuticals
Ltd. (EPL) and a few state cooperations.
o The firm acquired a reputation for manufacturing and o
o o o o
supplying quality medicines. In 1996, Houston stepped down. The organization began to stagnate under the leadership of Dr. JJ Mehta, the new CEO. Annual growth of the company was 11% compared to sector growth of 18% In 2003 , JJ Mehta stepped down and Rohin Das was given charge as the interim CEO. In 2005, the company reported its first-ever annual loss of INR 20 million.
o Dr. Amita Joshi, an IAS officer of the 1970 batch takes over as the full-time
CEO, chosen for multiple qualities like a person from outside the industry who had an impressive pedigree and excellent administrative record. o Dr.Joshi garnered the support of key stakeholders and partners, along with
establishing a very positive atmosphere with her surroundings and customers. She Also empowered every member in the organization and appreciated the deserving and empowered the worthy. o The company reported an annual profit of INR 360 million in 2008-2009. o Joshi realized that marketing required a thorough revamping in order to
generate demand o As part of entrusting the responsibilities to senior staff, JJ Mishra was handed over the charges of entire marketing department.
Dr. Joshi had given Mr. Mishra an increased autonomy
regarding important matters.
He was found to be one of the most promising, logical and
charismatic person. His way of inducing the capabilities and passion for the job
earned him greater status than other heads of the organization.
The subsidiaries of Houston Group were in deep financial
troubles. They were used only for marketing and distributing
products manufactured by the parent organisation.
Appointed Mr. Rajesh Mishra as the MD of EPL, a
subsidiary of Houston Group.
Under Mr.Mishra, EPL became the largest distributor of
generic drugs manufactured by Samuel Drugs.
This earned Mishra a good reputation in the industry.
The situation arises with Samuel Drugs Limited losing
a tender to EPL for which both were potential bidders.
Upon first hand investigation by Dr.Joshi, it was found
that Mr. Mishra was in charge for both the bids and hence it prima facie looked like a breach of trust on and unethical behavior from the part of Mr. Mishra. Dr.Joshi Felt betrayed and also felt that Mr.Mishra took
advantages of the customer contacts that he build trough Samuel Drugs.
The View point that Mishra has favored EPL might not be
true. He might have made the best efforts with his rational and EPL might have had the better offer. Accusing Mishra of using customer contacts built
through Samuel drugs at this point seems illogical. He was selected to head EPL because of the contacts and efficiency he had. Priority of Mishra might have been bring the sick
company back to full strength, rather than his own glory.
