1. My revised mission and vision statement?

Current Mission:
The Mission of Central Pharmaceuticals Ltd is to produce and provide quality &
innovative healthcare relief for people, maintain stringently ethical standard in business
operation also ensuring benefit to the shareholders, stakeholders and the society at large.
CPL is dedicated to supplying products of the highest quality and maintaining Reasonable
price for nationwide customer satisfaction. Realize dreams to create new dreams..Better
medicine, better health.

Current Vision:
The vision of Central Pharmaceuticals Ltd are to conduct transparent business
operation based on market mechanism within the legal & social framework with aims to
attain the mission. Inspired by a single goal for your health: To shape the dreams with
creativity and ingenuity with an aim for highly efficient and quality production.

Future Mission:
Research and development will be greatly promoted to promote science. Allocation
for R &D will be raised significantly from the current 0.6 percent of GDP.
ICT education will be made compulsory at the secondary level by 2013 and at the
primary level by 2021.
Tele-centre/community e-centers with internet facilities in unions will reach 50
per cent by 2015, and 100 percent by 2020.
Computer laboratories will be established in government primary schools, first
with 5 by 2014, then with 10 by 2017 and finally with 20 computer sets by 2021.
The E-governance model will be developed and implemented. It will begin with etenders and e-bill payments.
Introduction of E-governance at all executive levels of government by 2015.

 Arrangement for electronic GD and FIR at all Police Stations, initially in Dhaka and
then in other metropolitan areas by 2015, and in all police stations by 2021.
Increase teledensity to 70 per cent in 2015 and 90 per cent in 2021.
Expansion of broadband to 30 per cent in 2015 and to 40 per cent in 2021.
Introduction of wireless broadband (Woman) across the country by 2015.
It is hoped that by implementing plans set out in the Digital Bangladesh policy, the country
will move towards the status of a poverty- free middle income prosperous country by
2021.

Future Vision:
Bangladesh is a country with enormous potential that is yet to be realized. Mindful
of the fact that people of Bangladesh deserve a future that is significantly better than their
lot today, Vision 2021 and the supporting Perspective Plan, lays down goals and strategies
together with a framework for mobilizing our natural and human resources to achieve
those goals. Vision 2021 calls for Bangladeshi socio-economic environment to be
transformed from a low income economy to the first stages of a middle-income nation by
the year 2021, when poverty would have all but disappeared, where society would be full
of caring and educated people living healthy and happy lives. In line with constitutional
obligations and international commitments to human rights, Bangladesh in 2021 shall be a
country in which;
(i)

Every citizen has equal opportunities to achieve his/her fullest potential;

(ii)

All citizens enjoy a quality of life where basic health care and adequate nutrition are
assured;

(iii)

All citizens have access to a modern, technical, and vocational education tailored to
meet the human resource needs of a technologically advancing nation;

(iv)

Sustainability of development is ensured through better protection from climate

change and natural disasters;

(v)

There is respect for the principles of democracy, rule of law, and human rights;

(vi)

Gender equality is assured; so are the rights of ethnic populations and of all other
disadvantaged groups including persons with disability; and

(vii)

The diversity and creativity of all people are valued and nurtured.
Thus in 2021, Bangladesh will take its place amongst middle income nations of the

world, where progress is not just reflected in higher living standards but also in a wide
range of human development indicators. And all this will be achieved with the recognition
that the state must play a key role in sustaining economic development. But that role will
not be one of control and ownership of enterprise but that of facilitator of private
initiatives and Enovation, through provision of infrastructure and effective regulation of
markets, with the goal of creating an enabling environment for the private sector to invest
and serve as an engine of growth. The government will be service-driven through costeffective public sector delivery systems fully enabled by adoption of modern technology
and it will be held accountable to the highest standards of governance in the operation of
all public and private sector institutions. The private sector will operate in a policy
environment that encourages investments in innovation and enterprise, where ideas and
talents have the scope to flourish. Financial intermediation and the legal system will have
been made effective through reforms that give impetus to private entrepreneurship and
actively encourage business start-ups. Special encouragement to women entrepreneurs
will be the hallmark of micro, small, and medium enterprise development programs.
Finally, the public and private sectors will collaborate effectively and efficiently through

public private partnership (PPP) projects and other innovative models to deliver
infrastructure, utility and other services in an environment-friendly manner.

2. Current and after restructure the state of the organization

Current Structure of Pharmaceutical Industry:

Industry Structure
The industry has some distinct features compared to other countries. First, R&D activity is
virtually nil in Bangladesh pharmaceutical industry it is a branded generic market. At present, there is
approximately 258 manufacturers, with approximately 8000 branded generics in Bangladesh
pharmaceuticals market. Companies basically manufacture finished formulation by assembling known
generic and patented (in some cases) product combination. Some firms have been engaged in producing
APIs, the core of pharmaceutical products, but these productions are limited to synthesis stage (final
stage) only.

Competitive structure
Degree of concentration

Being Branded-generic product oriented business, manufacturers usually are able to charge a
premium for established brands, and enjoy a relatively stable market share. As a result, the lists of top
performing firms have been quite consistent over the years, with the leader, Square pharmaceuticals
topping since 1985. Over the last three years, the top 4 players are consistent, with 5th to 10th position
interchanged among 6 market players. As a total, top 5 firms capture on average 45% of the aggregate
market. Adding 5 more to the list brings on average 66% of total market to Top 10. Thus the market is
very much concentrated. (Source:IDLC Research)
Market Dominance
Prior to formulation of National Drug Policy and Drug control ordinance, the market was chiefly
controlled by MNCs, holding about 75% of total market (1985). Since then, market structure has
changed, and now local firms dominate the industry. At present, 97% of local demand is met from local
production, and the top 10 MNCs possess only 9.05% of market share, compared to 67.6% held by local
top 10 firms. (Source:IDLC Research)
Intra industry Business Practices
Pharmaceutical is an emergency product, and its demand is not akin to other products. Not only
consumers show inelastic demand, but also the demand is more driven by doctors prescription and
product availability compared to end customers demand. Furthermore, brand loyalty is quite common.
Thus, success in this market requires competitor firms to strive for higher share in prescriptions as well
as higher product availability in pharmacies. For this, firms engage in several product promotion
strategy, including aggressive pricing, credit policy and establishing relationships with doctors, hospitals
and pharmacies. The common business strategy is to employ medical representatives to establish these
relationships. Success is usually measured in terms of prescription share (often termed as Rx share),
which demonstrates how much of pharmaceuticals product demand goes to a certain producer and is an
indicator of future market share. And for increased product availability, firms often engage in aggressive
marketing, particularly for products in the low end. The strategy is reflected in providing products at a
lower price than competitors, and providing a more relaxed credit policy. The industry on an average
has a collection period of approximately 30 days. Alongside, Bangladesh pharmaceutical industry is more
retail oriented and thus, mass distribution is done by the companies themselves through their own
warehouses to retailers and wholesalers. Wholesalers usually have a limited role in marketing of such
products.

Key Players:
Due to the branded generic nature of products, companies are usually able to charge a premium
price, while enjoy stable position. As a result, the top performing companies in the industry are
relatively consistent over the years, often along with their respective market position. The market leader
is Square pharmaceuticals, which have enjoyed the top position since 1985. At present, it has a 19.19%
market share. The next player is Incepta, followed by Beximco, Acme, Opsonin, and others. The top 10
firms are almost the same over the years, often with little change in order.

After Restructure of Pharmaceutical

Industry:
Many developing countries face similar challenges to improve their domestic
pharmaceutical quality. Five potential mechanisms to address these challenges are discussed
below. These mechanisms are not exclusive of each other and some countries have used a
combination of them.

Export-led quality improvement:

Some countries focus on building the export industry and then take advantage of the high
quality of exports to influence domestic drug quality. While a connection exists between the
export market and domestic markets, firms tend to segment their production for different markets
with higher quality drugs headed to export markets and lower quality drugs remaining in the less
regulated domestic market. Higher quality drugs can often be too expensive to compete
effectively in the cost-sensitive, less regulated markets. However, some trickle-down effects
occur when management and production know-how is shared by a company targeting both
markets. India, for example, views the pharmaceutical market from an industrial rather than a
health policy viewpoint. Competition in the export market pushed Indian firms to become world
leaders in high-quality, low-cost drugs. However, the quality of domestic medicines still varies
significantly because firms segment production.

Regulatory-led quality improvements:

Some countries take a strict regulatory approach to improving quality. Such an
environment does result in higher drug quality, but also requires significant political will to
enforce and does not motivate firms to improve cost competitiveness (in fact it may raise costs).
Some examples of this mechanism include:
Throughout the 1990s, Nigeria was plagued with counterfeit drugs. In 2001, the WHO
estimated that up to 50% of drugs in the countrys hospitals and pharmacies were
counterfeit or substandard (Global Education 2006). Amidst a groundswell of public
outrage over deaths and poor health outcomes due to counterfeit drugs, Professor Dora
Akunyili became the Director of Nigerias National Agency for Food, Drug
Administration and Control (Nafdac). She clamped down on corruption, conducted nearly
800 raids on drug-distribution outlets, and held public awareness campaigns. The results
were impressivethe level of counterfeit drugs in Nigeria dropped by 80%. Her onewoman war to rid Nigeria of substandard drugs was not without costs. Some economic
contraction resulted as entire markets were shut down to pursue disreputable firms (Dora
2005), and $16 million in counterfeit drugs were confiscated and destroyed. Nigeria
succeeded in its efforts to reduce counterfeits because its domestic drug quality had
become so poor that enormous popular support backed the crackdown.

In the 1990s, China wanted its firms to have GMP certification, but many firms resisted
due to the costs. As of July 1, 2004, the Chinese government required all firms to use
GMP standards to manufacture pharmaceuticals. The government stops production or
even closes non-compliant facilities. The Chinese drug regulatory agency established a
weekly monitoring system for those firms compulsorily shut down. Although still
plagued by many problems, this policy and its rigorous enforcement sped up GMP
adoption. In 1998, there were only 70 GMP approved firms. By June 30, 2004, there were
3,200 (Li 2005).

Competition-led improvement:
In todays highly dynamic global markets, with much reduced protection levels,
competition is increasingly shaped by firm-level, cost competitiveness advantages. Firms
operating in economies with liberal trade policies and greater openness show stronger economic
growth and overall development performance in the long run. Import restrictions are globally
associated with higher domestic prices and lower quality products for the local population. Firms
rarely become world leaders from a protected market. Efforts to open the economy and increase
competition could lead to cost reduction and quality improvement.

Private sector-led improvement:

The private sector has often played a role in maintaining and monitoring quality. There
are generally two types of private-sector initiatives: industry-backed as in fair-trade coffee and
sustainably harvested seafood and NGO-backed in the case of the Rugmark Foundation, which
label rugs without the use of child labor. Research on private-sector initiatives for self-regulation
shows that success depends on four factors: the design of the codes, who adopts them, whether
and how compliance is monitored, and whether the rules actually achieve what they purport to
achieve. Little evidence exists to show that these types of programs have led to significant
improvements. And although codes are an important start, without third-party verification, a
companys position may deteriorate if found to be non-compliant (Lagace 2010).

Knowledge transfer-led improvement:

Most firms in Bangladesh want to provide the highest quality drugs possible. They are
hindered by either lack of capital or knowledge. Given access to knowledge and opportunities to
improve, most firms will take them. There are two benchmarks for which firms should strive:
WHOs GMP certification: Some firms in Bangladesh are operating at a sub- GMP
standard. The government and donors could work with these firms to raise them to this
minimum level.

International certification: To bridge this gap, the best mechanism is to work with
world experts in the global industry. The best way to motivate MNC staff to work with a

Bangladeshi firm to improve its quality is through some form of joint venture, licensing
agreement, or contract manufacturing situation.