Pharmaceutical Executive Europe - October 2008 - (Page 30)

Hasan Ulusoy, chairman, Nobel llaç The domestic pharma market is no longer enough for any company. If you are a generics player, and you have a manufacturing base and if you want to stay in this business you should be everywhere in the world. Since 2000 you have aggressively sought markets overseas and made international expansions. What does it take to have lasting success on the global stage? Nobel has a history of more than 40 years. For the future, we set up the strategy to go beyond our current borders, expand globally and be present in new markets with Nobel’s name, brands and products. Of course it is slightly different from exporting products. The first years are always spent learning, investing, and even losing money. The systems and markets in other countries — especially CIS countries where we are active — are very much different from those we are used to. But, if you have the patience and are addicted to the target, you can manage it. Looking at the next five years, what is your vision for the company you inherited from your grandfather Prof. Mustafa Nevzat ? CS: In five years we wish to be an important international player in generics. We must be honest, we will not be an innovative company because we cannot afford R&D to find a new molecule. However, in formulation and process development we wish to create value-added generics on our own and wish to be in Europe and worldwide, as well as a successful international player in the generic markets. products to third companies or licensing in from third companies (mainly in Europe, US and Japan) and, second, establishing our own affiliates through which we obtain our own marketing authorisations and sell our products to clients using our own sales teams. This means that you have to offer the highest standards to meet the requirements in all countries and to have the flexibility to meet all needs. Our plants have been recently inspected by German, Ukrainian and Bulgarian authorities, all successfully. Now we are preparing for FDA and our next step will be exporting to the US market. You currently have business presence in more than a dozen countries, with 50% sales expected from exports in the next few years. How are you structuring your international expansion? Our international business is structured in two different parts: first, licensing out You are a company that has the courage to enter any market. For Turkey to be successful in the future, do more companies have to do what you are doing? I wish they would do it. Instead of being surrounded by competitors from other countries, I would prefer to see more Turkish companies working in those countries. Of course that would help us represent the country in a stronger way. How much has the rise in Chinese and Indian competition for APIs affected your operations and outlook on the market? I would say competition is there from wherever it comes. You also have the competition inside the country. Sometimes this is even bigger than outside competition. So, you have to be competitive in order to be successful in this competitive world. 37 Last words Who said what in pharma’s last four weeks 3 News The monthly round-up of European stories 6 Calendar Upcoming events in Europe and around the world 7 BioFutures Gerhard Symons on the dark side of Russian healthcare

Table of Contents Feed for the Digital Edition of Pharmaceutical Executive Europe - October 2008

Pharmaceutical Executive Europe - October 2008 Contents News and Analysis Calendar BioFutures Strategy Fundamentals Executive Recruitment: Small Company, Big Career Executive Recruitment: Instant Pharma Named Patient Programmes Executive Review: Turkey

Pharmaceutical Executive Europe - October 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.