Dr Reddy’s Laboratories Ltd (DRL) was one of India’s success stories in the pharma space, wherein a founder’s dream turned into a reality. It had a remarkable growth over three decades, with impeccable quality and regulatory standards, as it went on to become the number-two pharma company in India by sales. However, in the last 3 years, DRL was navigating one of the most challenging times it had ever faced for various reasons. Sales were stagnated, profits had plunged, costs had spiralled and manufacturing sites grappled with US Food and Drug Administration (FDA) issues—and more importantly, its growth strategies were not delivering results. This resulted in value erosion, reduced number of new product approvals, customers doubting the capabilities, competitors doing much better, etc. Also, it questioned whether DRL continued to be the bellwether or not for the Indian pharma fraternity as competitors raced ahead. This case highlights the global and Indian context of the pharma industry, along with details of three main competitors based on secondary data sources, and analyses the ongoing issues in DRL. Finally, it concludes by highlighting the six decision buckets and the way forward to make DRL a bellwether again in the Indian pharma industry.

Dr Reddy's Laboratories Ltd (DRL) 是印度制药领域的成功案例之一，创始人的梦想在这里变成了现实。它在过去的三年中取得了显着的增长，拥有无可挑剔的质量和监管标准，并成为印度销售额第二大的制药公司。然而，在过去的 3 年中，由于各种原因，DRL 正经历着它所面临的最具挑战性的时期之一。销售停滞不前，利润暴跌，成本急剧上升，制造基地与美国食品和药物管理局 (FDA) 的问题作斗争——更重要的是，其增长战略并未取得成效。这导致价值侵蚀、新产品批准数量减少、客户怀疑其能力、竞争对手做得更好等。此外，它质疑 DRL 是否继续成为印度制药兄弟会的领头羊，因为竞争对手一直领先。该案例突出了制药行业的全球和印度背景，以及基于二级数据来源的三个主要竞争对手的详细信息，并分析了 DRL 中存在的问题。最后，它强调了六个决策桶以及使 DRL 再次成为印度制药行业领头羊的前进道路。