Client is a large Indian pharmaceutical player with own brands as well as branded generics supplying to 40+ countries including India and US. It has established brands across niche therapies such as psychiatry, neurology, cardiology, nephrology, gastroenterology, orthopedics and ophthalmology. Company has several API and Formulations facilities across India, Europe and North America.

For the client, in spite of adequate capacity, supply chain management remains a constant challenge, in particular, OTIF delivery.

The client is a leading global life sciences and material sciences company catering to segments like nutrition and health, polymers, pharmaceuticals, automotives, coatings and paints, electricald and electronics, life protection and housing. Specifically with regard to bio-succinic acid, bio fuels, bio gas and bio-materials, the client requested UC to examine the market potential, the economics and the feedstock, and to list the active players in India who could be potential partners.

● Client was the India subsidiary of a Japanese food company with major presence in bakery ingredients including yeast
● Client is the first company in Japan to successfully mass produce yeast for bread, and through the
fermentation technology, over these years client has contributed to supply high- quality biochemical
and research
● The company in India currently involved in manufacturing of different bio products such as coenzyme,
recombinant enzyme, enzyme, substrate, antibody, buffer, extract, cytokine, drug selection marker, control, etc.
● The Top management at client requested Universal Consulting India Pvt. Ltd. (UCIPL) to conduct a
study on ‘Credit management practices followed by yeast manufacturers in India’
● The objective of conducting this study was to build insights on how client can manage the risk of credit
default while dealing with customers and distributors in Indian market

The client is into manufacturing of wide range of cables and wires in Uganda, Africa. The company occupies ~65% of market share in Uganda. The company’s products are as per ISO 9001:2000 specifications and certified by Uganda National Bureau of Standards. The Company management is planning to diversify into new product segments and increase its revenue streams utilizing the existing infrastructure and space, and has requested UC Strategy (UCIPL) to analyze and assess opportunities for diversification and increasing revenue streams.

The client was an integrated pharmaceutical industry player from India that had recently acquired a Canadian company with radiopharmaceuticals in its product portfolio. This provided it with an opportunity to enter the Indian radiopharmaceutical business. The client wanted UC to conduct a detailed market assessment of radiopharmaceuticals and contrast agents for CT and MRI in the Indian market, as well as evaluate its feasibility based on the attractiveness of the market.

The client, a global manufacturer of electronic instruments and electromechanical devices, was looking to invest in a US – based ophthalmic device manufacturer. As a part of its due diligence, it wanted to assess the market potential for the company’s ophthalmic equipment in India.

● The management at Louis Dreyfus wanted to assess the market opportunity for specialty fats in India
● The approached Universal Consulting to provide assistance in determining the attractiveness of this market through a study encompassing customer analysis, competitive landscape and the size of market opportunity

● The Client wanted to assess the market opportunity for specialty fats in India
● The approached Universal Consulting to provide assistance in determining the attractiveness of this market through a study encompassing customer analysis, competitive landscape and the size of market opportunity

The client, a global manufacturer of electronic instruments and electromechanical devices, was looking to invest in a US –based ophthalmic device manufacturer. As a part of its due diligence, it wanted to assess the market potential for the company’s ophthalmic equipment in India.

The client has a deep portfolio of marketed and pipeline drugs targeting a variety of rare diseases. In order to develop the optimal ultra-orphan drug pricing and reimbursement strategy, and associated tools, the client had to answer a number of questions for each of the focus geographies.

The client was a large UK headquartered brand in financial services and engaged UC to develop a business plan by 2023 as a preparation for the forthcoming IPO. The client’s need was urgent and the task of building the plan was complex in nature, given the inherent contingencies in the plan.

The client was a leading contract research and manufacturing service provider having business units in India, US & UK. The client wanted UC to study various cost heads at one of its UK plant, map it to industry standards and design ideal P&L for future business development and growth.

Client company is an American medical device company. Its wholly owned subsidiaries are involved in developing products and devices meant for wound management and negative pressure wound therapy (NPWT). For NPWT portfolio Client company offers multiple designs of instruments differing in the kind of treatment it provides. Besides NPWT machines, Client company has also introduced products for advanced wound dressings(AWD), a business vertical that is managed by Client Inc. Systagenix is one more subsidiary that is associated with Client company.

The client was a ~US$ 0.5 Bn MNC present in 116 countries with a focus on 30 countries in Asia (China and India), the UAE, Europe (mainly in the UK and France), Australia, Africa, LatAm and the US. The flagship business of remittances and payments had expanded into multiple product lines in traditional lending, digital financial services and fintech businesses. The client had planned a Fund Raise (an IPO) and UC was engaged to develop a plan for 6 legal entities in 30 countries across its key 8 financial product and service lines of businesses.

A wound care management MNC plans to re-structure its distribution channel and address certain distribution related challenges. The client engaged UC Strategy for identifying the pain points of the current distribution structure. The primary objectives were as follows:
● What is the optimal channel partner count per city class?
● What is the appropriate channel partner structure for client?
● How will the channel partner economics change if ABC provides own nurses?
● How are Govt liaisons leveraged for distribution?
● What strategies are adopted by teaching institutions?
● How to minimize pilferage risk ?
● How to ensure QA/QC of the equipment ?
● What are the various channel engagement strategies?
● What should be the appropriate distribution model for AWD segment?

The client was a leading pharma player who was seeking to develop functional competency maps for each unique role within its supply chain function

● Client is intending to enter NGS testing market specifically focusing on oncology segment
● They have approached UC STRATEGY to undertake market assessment for the NGS testing in oncology in India

● Client is intending to enter NGS testing market specifically focusing on oncology segment
● They have approached UC STRATEGY to undertake market assessment for the NGS testing in oncology in India

The client is a leading Tier 1 OES (Original Equipment Supplier) active in aftermarket distribution. ​

The client wanted UC to conduct feasibility study of business idea for setting up an independent distribution entity supplying OEM and non-OEM high quality/ accredited products in the market (that includes spares, consumables and accessories) ​

The client wanted to set up a distribution entity supplying auto components to the retailers and service centers in India​

For this purpose, the top management of the company requested UC to conduct a feasibility study which was focused on assessing: ​

Key challenges in the current distribution practices - Competition dynamics​

Key success factors for the proposed distribution entity - Workability of the business concept​

Market size of aftermarket in India specific to key Indian cities​

The client, a leading pharma player wanted to launch a new epileptic drug in India and in other developing markets such as Egypt. The focus was on creating an affordable pricing strategy and a market access strategy for India and Egypt.

The client was a large Japanese business conglomerate in collaboration with a large Indian building products company having presence in various business areas such as furniture, sanitary ware, container glass, kitchen exhaust, cook tops and faucets in the B2C segment.

The management was looking to diversify into new business areas and explore business opportunities in the manufacturing of medium density fiber board (MDF) and particle board (PB). UC was asked to define a market entry strategy for the MDF & PB business in India

The client, a leading food solutions enterprise, is one of the fastest growing business unit reaching turnover of INR 100 Cr. in 4 years. The client’s top management was of the opinion that the long-term business strategy and processes are well defined to achieve the overall business objective. However, the management believed that the KPIs to measure sales productivity and performance of the sales organization need to be redefined by
● Redefining KPIs for 120 personnel for sales and other functions
● Defining structure for measuring, monitoring and reviewing the defined KPIs
● Defining reward mechanism in sync with the new KPIs

The client was a US based MNC and a leader in design and manufacture of commercial ceiling systems in India. It was catering to diverse market segments including office, healthcare, education, retail, transport, hospitality, manufacturing
The client wanted to review its Distribution Strategy to achieve targeted 2X fold growth. At the same time, the distribution channel was facing several challenges:
-Limited channel reach in small-mid contractor segment
-Excessive dependence on company sales team to develop business
-Absence of role demarcation (such as customer segment focus) of various channel members in a geography leading to channel conflicts
-Product placement not differentiated by channel type
-High number of channel members in a given geography

The client, an Indian agrochemical player was involved in research, manufacturing and distribution of agrochemicals and specialty chemicals across the globe. The company is internally handling both the inbound and outbound logistics (both within Indian boundaries and exports) and was plagued by the following issues:​
- High freight cost for transporting raw materials (within India)​
- High demurrage costs​
- Sub-optimal warehousing/ distribution network for finished goods (managed by CFA’s within India)​
- Lack of finished goods storage space at the manufacturing unit​
- Poor service levels (both inbound and outbound)​
- High level of effort on co-ordination with truckers and shipping lines​
- No tracking mechanism to know status on consignments​
- Limited management bandwidth​

Our client was a contract research and manufacturing service provider. The request for proposal (RFP) conversion rate of the client was low as compared to other players in the same space. The client wanted UC to define a strategy and to understand the key capabilities required by the company to increase the win-rate on RFPs.

The client, a large Indian contract research organisation (CRO) was faced with the challenge to drive growth in the company and faced various strategic options and dilemmas regarding growth opportunities. The client aspired to double its revenue in the next four years and wanted to address questions on how the company should position itself, whether it should leverage existing capabilities to enter new markets, the new opportunities it should pursue, and the appropriate mix of organic versus inorganic growth it should consider in order to achieve intended targets.

The client was a global leader in the medical technology, devices and solutions space. Top management was intending to acquire Diabetes Healthcare service providers in India and was seeking UC’s help to identify and evaluate potential acquisition opportunities.

Client, a leading pharmaceutical company, currently has different types of contracts across functions such as procurement, sales & marketing, finance, regulatory, HR. These contracts are not standardized i.e. stored in different formats and have various templates.

UC was called to help the client in designing and implementing a enterprise-wide contract lifecycle management system considering capabilities such as Contract creation, Approval or signing process, Integration, Compliance, Document storage and review, Contract negotiation process, Audits and Reporting etc.

The client was a group company managing 10+ operating companies in the field of medical devices and technology across the world. Top management wanted a standardized channel partner building toolkit, to identify and enable growth of channel partners, for two operating companies in India.

The client was a fast growing and privatised bank focused on select domains of expertise including financial inclusion and agriculture. The management had viewed electronic national agricultural market (eNAM) as a strategic space to compete in. The client engaged UC to develop a digital strategy and assess its role in the value chain, given the interests of the stakeholders in the market.

Client is a Swiss International healthcare company specialized in developing innovative medicines and diagnostic tests across the globe. The client initiated the first state PPP (Public-private partnership) in Odisha to implement Nucleic Acid Testing- a FDA approved method to screen three viral targets (HCV, HBV and HIV) simultaneously in the donated blood. The client wanted to capture the on-ground social and economic impact of the pilot PPP model of NAT implementation as well as estimate the benefits of pan state NAT implementation. Additionally, the client wanted to pitch to the Punjab government for a similar state-wide implementation considering their success in Odisha sate. Similarly, in case of HPV testing used to screen cervical cancer, they wanted to develop a whitepaper for its PPP adoption in states of Tamil Nadu and Maharashtra

The client is a global Contract Research & Development Organization (CRDO) providing Drug Discovery and Development services to the biopharma industry. The client wanted assistance in facilitating discussion between the key management team, the promoters and the investors to crystalize the concern areas, aspirations of all the stakeholders for a finalized 2020 growth plan.

The client, since its foundation in 1918, has leveraged its key technologies such as adhesives and coating and expanded globally across various industries including electronics, automotive, housing, infrastructure, environmental, and medical. The company’s R&D centre has developed a point-of-care Microalbumin testing device. As part of its overall growth strategy, the client wants to launch this device in India and in the UAE

The client, since its foundation in 1918, has leveraged its key technologies such as adhesives and coating and expanded globally across various industries including electronics, automotive, housing, infrastructure, environmental, and medical. The company’s R&D centre has developed a point-of-care Microalbumin testing device. As part of its overall growth strategy, the client wants to launch this device in India and in the UAE

The client is a leading player in ophthalmic technologies for refractive correction (LASIK), cataracts and corneal products in the country. The top management had requested Universal Consulting India Pvt. Ltd (UC) to assess and develop a potential market entry strategy for the mid-tier value IOL segment in India.

The client, a leading Indian contract research and manufacturing services (CRAMS) player. The client offers contract drug research services to global pharma biotech players for small and large molecules. The client also offers contract manufacturing for NCE and NME to support Phase 1 to 3 clinical trial supplies and commercial supplies. The client has sought UC’s help to develop a growth strategy by recommending optimal mix of existing business verticals to maximize the valuation by 2023. Based on the defined strategy, client also wanted us to develop strategic business plan and propose an aligned organization structure.

The client, a leading Indian contract research and manufacturing services (CRAMS) player. The client offers contract drug research services to global pharma biotech players for small and large molecules. The client also offers contract manufacturing for NCE and NME to support Phase 1 to 3 clinical trial supplies and commercial supplies. The client has sought UC’s help to develop a growth strategy by recommending optimal mix of existing business verticals to maximize the valuation by 2023. Based on the defined strategy, client also wanted us to develop strategic business plan and propose an aligned organization structure.

The client’s product’s major indication is for thrombolysis during stroke management, approved to be administered during first 4.5 hours of stroke occurrence. Awareness about stroke is relatively modest and symptoms of stroke overlap with those of other conditions, both resulting in several patients going undiagnosed, untreated. Hospitals across categories have been fairly under penetrated w.r.t emphasis on stroke management. Client believed that this area can be developed into a more valuable revenue stream for hospitals and hence it approached UC to develop an entry strategy/hospital collaboration strategy to be used as a pitch with hospitals .

The client is a large auto component supplier having presence in eight product categories mainly supplying to two wheeler segment; management was looking for realigning its capabilities and businesses for future growth. ​

The client had a presence across both, the price pressured and high tech product categories

The client is a global giant in FMCG products with presence in pharmaceutical products as well. The client (a global leader in the concerned product segment) had received a proposal from the category leader in India to launch its psychotropic drug brand in partnership, and cater to the demand of the private distribution channel. The client wanted a clear understanding of the legal and regulatory framework pertaining to the product category and an answer on the potential entry option in India, either in partnership with the category leader or alone.

The client is India’s leading manufacturer of photographic and medical photographic products.
The client was considering entering new product segments within the Indian medical devices market. UC was asked to help the client by the way of following:-
● Selecting product opportunities for the Indian market which can leverage client’s strengths and which have attractive market opportunity
● Short list foreign partners with the relevant short listed products who are willing to enter the Indian market through partnerships, can adapt to the needs of the Indian market, have competitive advantages and best fit client’s new product strategy

The client is one of the largest provider of services to manage risks across various stages of agri commodity and inventory handling. Service portfolio of client included dry warehousing, cold storage, collateral management, commodity financing, etc.

Client believed there is significant opportunity to extend its presence in warehousing and other services in both agri and non-agri space. Client had selected 15 such opportunities as potentially attractive spaces which it believed are worthy of further investigation for growth, in terms of size, target customers, competition and the potential routes-to-market or expansion strategies.

Towards this the Top management of the company requested UC to conduct a growth strategy case and define five year growth plan including:
● Current and expected size and growth of opportunity
● Market drivers impacting the business
● Assessment of competitive landscape and the key success factors for players to succeed in this space
● Revenue plan for 5 year across opportunities including required investment, payback and profitability

The client part of a large conglomerate is focusing predominantly on liner agency business and is also offering other logistics services ​

However, to tap the growing logistics market and become a significant player, the client wanted to identify growth opportunities in the logistics space that it could focus on​.

The client, an MNC company present in the field of design, manufacture and marketing of industrial and consumer products operating in five segments namely – dental, industrial technologies life-science and diagnostics and environmental. They are currently examining opportunities to deepen its presence in India through strategic M&A and other pioneering efforts. They have asked UC to evaluate different opportunities adjacent to Life – Sciences which they can look to pursue.

The client, a leading Dutch brewer, engaged UC to define a route-to-market strategy to bring its flagship beer brands to India.

To achieve this, UC conducted the following tasks: sizing the addressable market across categories (eg. strong beer, mild beer, premium beer, etc) of beer in India, capturing market share and distribution channels used by leading players, and defining the potential implications of the above on the client’s entry into the Indian market.

The client, a global manufacturer of bakery ingredients was looking to strategically enter the Indian market. The client wanted to understand the current market dynamics with respect to the value chain for baking yeast.

The client is a British-Swedish multinational pharmaceutical and biologics company headquartered in London, United Kingdom. It has operations in over 100 countries around the globe

As a part of its global study of biologics it hired UC in India to assess and estimate biologics scenario in India.

Client is currently facing multiple disruptive events to its DPP4i product:-
● Vildagliptin Loss of Exclusivity (LoE) in December 2019
● Impending Loss of Exclusivity (LoE) in July 2022
● Current COVID-19 environment
Given these market disruptions, client would like UC to evaluate and recommend an optimum Go-To-Market Strategy defining adequate product, marketing, channel and salesforce mix.

Client is currently facing multiple disruptive events to its DPP4i product:-
● Vildagliptin Loss of Exclusivity (LoE) in December 2019
● Impending Loss of Exclusivity (LoE) in July 2022
● Current COVID-19 environment
Given these market disruptions, client would like UC to evaluate and recommend an optimum Go-To-Market Strategy defining adequate product, marketing, channel and salesforce mix

The client, a large Indian PE fund, had acquired a portfolio of pain drugs (brands and sales force only) from a listed Indian Pharma player. The acquired portfolio of pain drugs was to be housed in a newly created company owned by the PE fund. The client wanted support to manage the transition of the brands and sales force in a seamless and smooth manner into the newly formed entity.

● Client is one of the largest and oldest manufacturers for biochemical products and bakery ingredient products in Japan.
● Within Bio Chemicals, the company offers enzymes, co-enzymes (cofactors), substrates, antigens, antibodies, recombinant enzymes, research animal feeds, cytokines etc.
● Under Bakery Ingredients, the company offers bakers’ yeast, bread improvers, bakery fillings etc.
● Objectives of the engagement were:
- They wish to conduct a comprehensive study on business environment such as market size, growth rate, profitability, customer needs and competitiveness of competitors to evaluate entry into Indian premix market

The client, a pioneer in Solid Surface Materials (SSM), wanted to diversify its SSM offerings to tap the healthcare delivery segment. The client’s management had a hypothesis that due to Covid-19, there will be increased focus on hygiene & sanitation (especially in healthcare segment) and hence there is an opportunity for SSM to be positioned as hygienic surface material due to its attributes such as homogeneity, non-porous, durability etc. Client approached UC to assess the market potential, key market trends, growth drivers, surface material preferences & customer buying behavior for SSM in hospitals (>100 beds) & diagnostic labs.

The client, a pioneer in Solid Surface Materials (SSM), wanted to diversify its SSM offerings to tap the healthcare delivery segment. The client’s management had a hypothesis that due to Covid-19, there will be increased focus on hygiene & sanitation (especially in healthcare segment) and hence there is an opportunity for SSM to be positioned as hygienic surface material due to its attributes such as homogeneity, non-porous, durability etc. Client approached UC to assess the market potential, key market trends, growth drivers, surface material preferences & customer buying behavior for SSM in hospitals (>100 beds) & diagnostic labs.

The client, a pioneer in Solid Surface Materials (SSM), wanted to diversify its SSM offerings to tap the healthcare delivery segment. The client’s management had a hypothesis that due to Covid-19, there will be increased focus on hygiene & sanitation (especially in healthcare segment) and hence there is an opportunity for SSM to be positioned as hygienic surface material due to its attributes such as homogeneity, non-porous, durability etc. Client approached UC to assess the market potential, key market trends, growth drivers, surface material preferences & customer buying behavior for SSM in hospitals (>100 beds) & diagnostic labs.

The client is a young start- up incorporated in 2019, focused on setting a wide network of specialized Molecular Diagnostics Lab. They plan to import an innovative immunotherapy Cytokine Induced Killer Cell (CIK) therapy from a Korean company to India. The client has been in process of planning the required regulatory approvals required to market a new therapy for Hepatocellular carcinoma in India. The client wanted UC Strategy to assess the unmet needs in the existing treatment paradigm for HCC and other cancer types with poor prognosis such as select breast cancer variants, glioblastoma, pancreatic and gall bladder cancer in India, clinicians perspective on use of CIK therapy and their willingness to adopt the same for these cancer types. Additionally, the client wanted UC to evaluate the opportunity by volume and value of CIK market in India for HCC, given the regulatory approval would be sought for HCC.

The client is a young start- up incorporated in 2019, focused on setting a wide network of specialized Molecular Diagnostics Lab. They plan to import an innovative immunotherapy Cytokine Induced Killer Cell (CIK) therapy from a Korean company to India. The client has been in process of planning the required regulatory approvals required to market a new therapy for Hepatocellular carcinoma in India. The client wanted UC Strategy to assess the unmet needs in the existing treatment paradigm for HCC and other cancer types with poor prognosis such as select breast cancer variants, glioblastoma, pancreatic and gall bladder cancer in India, clinicians perspective on use of CIK therapy and their willingness to adopt the same for these cancer types. Additionally, the client wanted UC to evaluate the opportunity by volume and value of CIK market in India for HCC, given the regulatory approval would be sought for HCC.

Client is a medical device company. The company provides clinical solution in wound management, open abdomen management, incision management, epidermal harvesting and animal health. It is planning to launch two new wound care products in Indian market, one used in incision management and second is disposable negative pressure wound therapy. The top management wanted to discover the price of two new products and study the volume assessment of advanced wound dressings in Mumbai and Delhi.

A pharmaceutical MNC plans to increase its presence in the OTC product market space by leveraging its current product portfolio of Rx and OTX products and introducing new brands. The client engaged UC Strategy for benchmarking and landscaping study. The primary objectives were the following:
● Validate the client’s initial hypothesis for OTC Market and product opportunities
● Define the Go-To-Market strategy

The company, established in 1952 is a family-owned company. Its core companies, ABC and its subsidiaries and joint ventures, have a combined turnover of ~INR 6,300 Cr.

The CMD in his personal capacity owns a portfolio of 6 businesses operating across sectors including manufacturing of pharmaceutical equipment, primary and secondary packaging, contract manufacturing, clinical research etc.

The CMD has perceived a need to map the current strengths and weaknesses of these 6 entities, understand the opportunities available and streamline and optimize the governance mechanism for the six businesses

● The client is an Indian Pharmaceutical company manufacturing both Active Pharmaceutical Ingredients (API) and Finished Dosage Formulation (FDF). The client is present in branded generics and generics segments of FDF business.
● The company’s products are registered globally, and its facilities match international standards and are approved by various Regulatory authorities.
UC’s role was
● To help review and revise the supply chain process, organization structure, HR initiatives and identify SG&A cost optimization areas for their Finished Dosage Forms unit.
● To help the client validate the potential of products under development and additional molecules of interest across LATAM, Africa, French West Africa and South East Asia regions based on market insights.

The client, one of the leading pharmaceutical companies in India, has several standalone order management systems (online as well as offline) across different products (finished goods, bulk, intercompany, samples, components, vaporizers, and adaptors) and geographies. The current order management process does not have capabilities to address issues and challenges of different stakeholders in different geographies. The purpose of this assignment involved identifying issues faced by sales, finance, SCM, regulatory, and quality team, define practicable solutions, and implement the solutions through vendor identification and system implementation.

The client is a hospital chain in Kerala and the Gulf, PE buyout firm client invested 200mn USD in the hospital chain(2017) and requested UC Strategy to aid in the setting up of a PMO to initiative, track and bring to completion key strategic initiatives in their investee company (Hospital Chain).

The client founded in 2007 was one of the fastest growing companies within the chronic and acute categories of the Indian Branded Formulations market. It was witnessing expiries to the tune of 3% of sales, which the management believed was higher than the industry benchmarks (0.75%). It had requested UC to diagnose underlying reasons for high expiries & recommend solutions to reduce the same.

The client founded in 2007 was one of the fastest growing companies within the chronic and acute categories of the Indian Branded Formulations market. It was witnessing expiries to the tune of 3% of sales, which the management believed was higher than the industry benchmarks (0.75%). It had requested UC to diagnose underlying reasons for high expiries & recommend solutions to reduce the same.

ABC, one of the largest pharma companies in India, operates its generic pharma business i.e. Established Pharmaceutical Division (EPD) through following organizations
● Client Company
● Healthcare Solutions
● True Care
- In 2014, ABC launched ‘One EPD’ initiative to harmonize operations of all EPD organizations in India. The objective is to leverage the combined presence of operations to grow above market growth and to strengthen its leadership position
- As part of the above initiative, Client was redefining its Go-to-Market (GTM) strategy to capture the synergy benefits of the three organizations and also to tap into new opportunities in the marketplace
-In addition, Client is planning to undertake a detailed review of the structure of its various support functions.
- Leadership at Client would like UC to evaluate following Support Functions as part of the project
- Medical Marketing
- Sales Training
- Regulatory
- Established Pharmaceutical Operations
- Sales Force Excellence
- Commercial Excellence
- Quality
- Strategic Marketing
- Business Development and New Products
- PMO
- Admin
- Secretarial services
- Shared Services (Review progress against design and recommendations of earlier study)
- The key objectives are
- Making support functions more productive and efficient
- Improving governance, optimizing processes and allowing standardization and unification of processes
- Allow flexibility and best sharing of ideas and practices

The Client, one of the largest pharma companies in India, operates its generic pharma business i.e. Established Pharmaceutical Division (EPD) through following organizations
- Healthcare Solutions
- True Care
● In 2014, ABC launched ‘One EPD’ initiative to harmonize operations of all EPD organizations in India. The objective is to leverage the combined presence of operations to grow above market growth and to strengthen its leadership position
● As part of the above initiative, ABC is redefining its Go-to-Market (GTM) strategy to capture the synergy benefits of the three organizations and also to tap into new opportunities in the marketplace
● In addition, ABC is planning to undertake a detailed review of the structure of its various support functions.
● Leadership at ABC would like UC to evaluate following Support Functions as part of the project
- Medical Marketing
- Sales Training
- Regulatory
- Established Pharmaceutical Operations
- Sales Force Excellence
- Commercial Excellence
- Quality
- Strategic Marketing
- Business Development and New Products
- PMO
- Admin
- Secretarial services
- Shared Services (Review progress against design and recommendations of earlier study)
- The key objectives are
- Making support functions more productive and efficient
- Improving governance, optimizing processes and allowing standardization and unification of processes
- Allow flexibility and best sharing of ideas and practices

The client was a global med-tech company and a leading supplier of innovative and indispensable high-tech products based on its advanced optics technologies. The client was interested in validating and evaluating its strategic goals for its India operations.

A large private equity firm was evaluating entry into the healthcare delivery business for one of its Investee Companies. The Investee Company had conducted the series of meetings with the doctors based in Kolkatta, who prepared the business model with them. The private equity firm wanted UC to conduct the strategic due diligence of the proposed business model by the doctors and recommend the financially viable alternatives to entering the healthcare delivery business.

The client is among the top three tractor manufacturers of India and provides a complete product line. It exports its products to more than 70 countries​

After gaining a significant market share in North India, as a part of its overall growth strategy, the client wanted to gain and consolidate its market share in Southern India​

In order to eliminate involvement of multiple stakeholders, reduce the time and automate the process, Client sought UC Strategy’s assistance to understand and redesign the following processes:
● New Customer Master
● Order Entry Form (OEF)
● Regulatory Database (Reg DB)
● Dossier Initiation Form (DIF)
● Vaporizer order entry form (VOEF)

The client is one of the key players in the Agrochemical industry. The company has been 3 business divisions:
● Agrochemical domestic
● Agrochemical international
● Specialty chemical division
Company has a turnover of ~1,500 crore in 2013-14. 80% of the business comes from agrochemical. The company hired UC for identifying the process issues and recommending improvement areas for the following functions:
● Demand Forecasting
● Supply Planning
● Procurement
● Production
● Logistics
● Working Capital

● The client is one of the key players in the Agrochemical industry. The company has been 3 business divisions:
- Agrochemical domestic
- Agrochemical international
- Specialty chemical division
● Company has a turnover of ~1,500 crore in 2013-14. 80% of the business comes from agrochemical. The company hired UC for identifying the process issues and recommending improvement areas for the following functions:
- Demand Forecasting
- Supply Planning
- Procurement
- Production
- Logistics
- Working Capital

Client sought UC Strategy’s assistance to understand the use of biologics for treatment of Ulcerative Colitis (UC) and Crohn’s Disease (CD) in India. The research objectives were the following: -
● Review current Ulcerative Colitis and Crohn’s Disease landscapes, including treatment paradigms and options, products currently utilized, and unmet needs
● Understand what the main competitive events are that could be expected within the next 5-7 years, from biosimilars to novel MoAs to reformulations
(and any other potential events mentioned)

The client, a leading food solutions enterprise, is one of the India's largest seasonings, flavors and food solution providers. The client’s top management believed that the vision for the group and the SBUs was well crafted, however, the assumptions around long term business plan to achieve the vision needed validation. The management also believed that the plan lacks rigor and robustness in long range plans for two SBUs
● Seasoning SBU – B2B Institutional
● Food service SBU – B2B HORECA

The management also indicated to UC STRATEGY to extend support towards implementation of the proposed strategy with respect to processes, structure and people

The client was a global player committed to developing vaccines to prevent infectious diseases. It has entered into a joint venture with an Indian company to develop and manufacture vaccines. There were three vaccines in development and clinical trial phase for which the client had plans to launch through its partner in India. With regards to this, the client wanted to assess the Indian market potential for these three vaccines and their likely adoption.

The client, a leading global pharmaceutical player was evaluating an acquisition in the Indian injectables contract manufacturing space

The Management wanted to undertake a comprehensive molecule level assessment of the Target’s revenue forecast and understand the overall market dynamics and competition assessment for each molecule