That’s the strength and main attraction towards Syngene….catering to the entire lifecycle of an NME……it is far superior to any high quality CrAMS players of India…..it builds an extra amount of trust and rarely you will find an innovator moving towards any other CRAMS player than Syngene if it’s involved with NME from the beginning…..Three dedicated centres that you see are the result of the same……I think you are misunderstanding the business model……onus here also is on innovator in case of failure….it is almost identical to PI business model wherein PI is involved with an NCE at process research stage and in case of NCE’s failure, contract provides for take-or-pay…….similarly in case of Syngene, in case of failure there is minimum guarantee fee amount payable by the innovator which covers almost the entire cost or is to be compensated by another NME from the same innovator……
Syngene is a services company in a way and not innovator that you need to understand…..Question arises asto then why an innovator gets involved with Syngene ??? ……The cost of research is rising tremendously every passing year so is the percentage of failure……so innovators are constantly looking at ways to cut cost of research……and if they get a reliable partner which can offer confidentiality, quality and reliability at say 70 % of the cost that they would otherwise have to incur, they immediately go ahead with it,,,,,,Syngene has this advantage……
Lifecycle of an NME is quite long till commercialisation and it is the history of Syngene that is now working in its favour…..similar to the way PI reaped benefits of its 10 year long investments starting 2010, PI seems to be at a similar stage…..three of the molecules where it was involved since the beginning have reached commercialisation stage and ~6-8 % of the total molecules it is working on are in later stages of their lifecycle close to commercialisation……the 1200 cr. investments that you see over next three years are because of this……almost the entire investment will be backed by firm contracts similar to PI which incurs CAPEX only based on firm contracts…….
Kiran M Shaw is not directly involved in Syngene and her intention seems to be to ultimately de merge Syngene after extracting maximum cash from it for Biocon and then eventually pass it on to a professional management or PE backed structure……Biocon is her dream project……as far as her management ability goes, one thing I am assured of is her credibility…..the credibility she enjoys in the industry as well as government circles, she might not do anything to ruin that……its a very clear and transparent management…..otherwise who will bother to announce IPO band before 10 days of opening of issue…..who will declare not only Annual figures but also Q1 numbers before opening of issue……who will immediately after listing post Annual Report 2015 as well Q1FY16 results and q1FY16 Balance Sheet on the website…….all this point to great corporate governance……
When we have past 14-16 years of history for all of us to see…..when we have not only industry players but also company’s employees talking very respectfully for the company……..when we have industry itself likely to grow in double digits in foreseeable future……..its like not believing and finding something ugly which is not there…..although such practice is great on most of the occasions but is not right on all occasions……I see no problem in management…..what many are seeing is history of Biocon but parallely no one is seeing the history of Syngene…..Syngene is now an independent company and now it might find its own valuation multiples in the marketplace.
Rgds.