Cipla LTD: Company Analysis
Cipla LTD: Company Analysis
Cipla LTD: Company Analysis
CIPLA LTD
The pharmaceutical industry is dominated by Innovation and R&D. Cipla spends around 7.5% of
its revenue in R&D, which is considered very high in pharmaceutical business. It has 6 R&D
facilities across the globe and has a dedicated patent pipeline. They already have a total of 308
patent out of which 32 were granted in FY 2018. The new COVID-19 therapy drug “Remdesivir”
and its manufacturing Licence from Gilead Sciences will however not be a profitable business for
CIPLA.
The other factor which strengthens the moat is the distribution network. Cipla has a network of
4,00,000+ health care professionals and 3,50,000+ pharmacists. It also has a supplier network of
1000+ suppliers, which makes it one of the largest buyer of pharmaceutical ingredients in India.
The company, however, faces competition from other large players like Sun Pharma, Abbott and
GSK Pharma. Therefore, this category gets 4 stars in CIPLA shares fundamental analysis.
3. Competitive Edge
Until the mid-1990s when India signed the WTO agreement, many leading Indian pharmaceutical
companies relied on the domestic market alone. Since 2002, over $80 billion worth of block
busters have lost their patents. Another $74 billion worth is expected to be exposed to generic
competition as a result of loss of patent between 2009 and 2012(Long 2009). As a result, Indian
generics are taking advantage of the global generics market and expanding to developed countries.
Cipla is well positioned as it has a competitive edge of low cost manufacturing and advance
chemistry capabilities.
Many of the foreign MNCs that fled India as a result of the former conditions are now returning to
India to become full-fledged research based multinationals. Within the next five years, it is
estimated that ‘Indian generics will lose about $650 million of the local generics market to patent
holders’ (Singh 2006). This is as a result of big pharma defensive strategies which include
Luo and Pend (1999) identified three strategies open to Indian firms as they make steps to respond
to institutional and market changes and maintain their market share. These are; 1) Exit strategy:
exit the market by divesting the business; 2) A defensive strategy targeted at the defence,
protection and consolidation of the firms position in the domestic market in the same product
market domains; 3) A bold, assertive and aggressive strategy of leveraging the current stock of
capabilities and dynamically building new capabilities to expand geographically through
internationalization. Cipla is presently carrying out a defensive strategy by expanding domestic
sales and also expanding to other countries through its partnerships
The industry is changing its model from its ‘reverse engineering’ model to a ‘consolidation model’
where companies can pool resources together with other domestic and foreign firms. Cipla has
formed Ciplagenpharm with an Australian company after entering into agreement in
1997(Ciplagenpharm 2005 cited in Malhotra 2005). Cipla also went into a research alliance with
Avesthagen, a Bangalore-based biotech company to develop bio therapeutic products. (Cipla
2005). Cipla tied up with Morton Grove Teva/Ivax, AkomWatson, and Sandoz /Eon for the US
market. In the UK with NeoLabs,and with Medpro in South Africa (Bisserbe 2006).
Cipla’s strategy is more suitable to today’s scenario, in which competition is growing and pricing
pressure is persistent. Cipla is geographically diversified, it now exports to 160 countries and its
exports account for around 50% of its revenues (Cipla 2009). It is present in markets through
partnerships and is focused on its core competencies of product development and manufacturing.
Previously, Cipla was engaged mostly in sales to its domestic market. More recently this has
changed as Cipla is reducing its over-dependence on the domestic business by generating strong
consistent growth in export markets. Cipla has also begun to export its products to developed
countries.
In 2001, there was a sales growth of 84% in the export division. Total export for that year
amounted to Rs. 2583 million. This was attributed to the launch of Dinex, Cipla’s chewable anti-
retroviral drugs in the same year (Cipla 2002).
STRENGTHS WEAKNESS
Rising net cash flow and cash from Negative breakdown support
operating activity. (LTP<S1)
Company with low debt. Lack of significant presence in
Strong cash generating ability from developed countries.
core business. Negative campaigning
Book value per share improving for
last 2 years.
Strong R&D.
OPPORTUNITIES THREATS
5. Shareholding Patterns
6. Capital Structure
Authorized Issued
Period Face
Instrument Capital (Rs. Capital Shares (no’s) Capital
-From -To Value
cr) (Rs. cr)
2019-2020 Equity Share 175 161.25 80,62,35,329 2 161.25
2018-2019 Equity Share 175 161.14 80,57,01,266 2 161.14
2017-2018 Equity Share 175 161.02 80,51,19,164 2 161.02
2016-2017 Equity Share 175 161.1 80,45,10,074 2 160.9
2015-2016 Equity Share 175 160.88 80,33,84,282 2 160.68
2014-2015 Equity Share 175 160.79 80,29,60,440 2 160.59
2013-2014 Equity Share 175 160.78 80,29,21,357 2 160.58
2012-2013 Equity Share 175 160.78 80,29,21,357 2 160.58
2011-2012 Equity Share 175 160.78 80,29,21,357 2 160.58
2010-2011 Equity Share 175 160.78 80,29,21,357 2 160.58
2009-2010 Equity Share 175 160.78 80,29,21,357 2 160.58
2008-2009 Equity Share 175 155.66 77,72,91,357 2 155.46
2007-2008 Equity Share 175 155.66 77,72,91,357 2 155.46
2006-2007 Equity Share 175 155.66 77,72,91,357 2 155.46
2005-2006 Equity Share 175 60.17 29,98,70,233 2 59.97
2004-2005 Equity Share 65 60.17 29,98,70,233 2 59.97
2003-2004 Equity Share 65 60.17 5,99,72,349 10 59.97
2002-2003 Equity Share 65 60.17 5,99,72,349 10 59.97
2001-2002 Equity Share 65 60.17 5,99,72,349 10 59.97
Management
Name Designation
Y K Hamied Chairman
Fundamental Analysis
Ratio Analysis for CIPLA
VALUATION RATIOS
Market Cap/Net Operating Revenue (X) 1.99 2.61 2.89 3.31 2.98
Retention Ratios (%) 63.51 84.18 86.58 80.76 86.69
Price/BV (X) 2.16 2.84 3.07 3.8 3.57
Price/Net Operating Revenue 1.99 2.61 2.89 3.31 2.98
Earnings Yield 0.05 0.04 0.03 0.02 0.03
1. Solvency Ratios
Return on Equity (ROE): The ROE for the company declined and down at 9.9% during
FY20, from 10.0% during FY19. The ROE measures the ability of a firm to generate
profits from its shareholder’s capital in the company.
Return on Capital Employed (ROCE): The ROCE for the company improved and stood
at 12.32 in the FY20, 11.8% during FY19, from 9.78% during FY18. The ROCE measures
the ability of a firm to generate profits from its total capital (shareholder capital plus debt
capital) employed in the company.
Return on Assets (ROA): The ROA of the company improved and stood at 6.53 in
FY20, 6.3.7% during FY19, from 6.7% during FY18. The ROA measures how efficiently
the company uses its assets to generate earnings.
3. Efficiency Ratios
Inventory Turnover Ratio: we can see that there is a fluctuation in the inventory turnover
ratios all these years. But overall the company have a good inventory turnover ratio.
Fixed Capital / Sales: it was improved in a good manner in the last two years and the
company is in the good position now.
The trailing twelve-month earnings per share (EPS) of the company stands at Rs. 19.19
in the FY20 and Rs 18.5 in FY19, an improvement from the EPS of Rs 17.6 recorded last
two years.
The price to earnings (P/E) ratio, at the current price of Rs 476.9, stands at 25.0 times
its trailing twelve months earnings.
The price to book value (P/BV) ratio at current price levels stands at 3.1 times, while
the price to sales ratio stands at 2.9 times.
The company's current liabilities during FY20 was increased to 43 billion compares to
FY19 Rs 37 billion and Rs 38 billion in FY18, thereby witnessing an increase of 16%
Long-term debt stood at Rs 38 billion as compared to Rs 37 billion during FY18, a
growth of 4.6%.
Current assets rose 15% and stood at Rs 124 billion, while fixed assets fell 4% and
stood at Rs 105 billion in FY19 compared to FY18. In FY20, current assets decreased to
117 billion compared to FY20.
Overall, the total assets and liabilities for FY19 and FY20 stood at almost Rs 240
billion and 237 billion as against Rs 229 billion during FY18, thereby witnessing a growth
of 5%
Others 0 0 0 0 0
Net Cash Flow 1,112.08 -49.73 -1,931.75 2,251.52 -1,695.59
CIPLA's cash flow from operating activities (CFO) during FY20 stood at Rs 30 billion
and Rs 17 billion in FY20, an improvement of 76.4% on a YoY basis.
Cash flow from investing activities (CFI) during FY20 stood at Rs 1 billion and Rs -17
billion in FY19, an improvement of 6.23% on a YoY basis.
Cash flow from financial activities (CFF) during FY20 stood at Rs -29 billion.
Overall, net cash flows for the company during FY20 stood at Rs 2 billion from the Rs
(-3 ) billion net cash flows seen during FY19.
Operating income during the year rose 8.3% on a year-on-year (YoY) basis.
The company's operating profit increased by 9.6% YoY during the fiscal. Operating
profit margins witnessed a fall and down at 19.4% in FY19 as against 19.2% in FY18.
Over the last 5 years, revenue has grown at a yearly rate of 8.71%, vs industry avg of
7.11%
Over the last 5 years, market share increased from 7.11% to 7.68%
Over the last 5 years, net income has grown at a yearly rate of 5.55%, vs industry avg of
3.25
Over the last 5 years, ebitda margin has been 19.85%, vs industry avg of 20.87%
Over the last 5 years, net profit margin has been 8.72%, vs industry avg of 10.47%
Technical Analysis
So, MP is less than Intrinsic Value. So the investor can purchase the share of Cipla ltd.
CONCLUSION
It has been argued that Cipla like other Indian generic companies is changing its business model
and investing more in R & D and pursuing an expansion strategy to other countries while still
retaining their market share in the home country. There is the opportunity for generics and big
pharma companies to work together to achieve their distinct organisational aims. Despite the
inherent competition, there will be a significant opportunity for generics and big pharma to
leverage each other’s strengths to cooperate. The generics that boast strengths in mass production
alongside big pharma who are innovative can work together to create a model that would be far
more successful in the future. As a result, a model of cooperation and competition can be formed
at the same time
Now it is the best time to purchase the Cipla Ltd as the value will raise in the near future and the
pharma industry is doing well in this pandemic situations. So the investor can rely of the purchase
of Cipla ltd shares.