Inspired by C.K. Prahalad’s “The Fortune at the Bottom of the Pyramid”, Novartis was exploring ways to build a sustainable business for the BOP in India that would improve access to healthcare for the poor while being financially profitable, unlike Novartis's traditional philanthropic and corporate social responsibility approaches.

With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.

Rencell is a targeted therapy against metastatic renal cell cancer, which significantly prolongs disease-free survival. However, Rencell's international wholesale price of $1,000 for one month of treatment makes the drug unaffordable for many patients in China.

This case and teaching note explore one of Singapore's early entrepreneurs and the family business empire he created. Eu Tong Sen started from humble beginnings as tin miner, and over the next 50 years built a family firm that included mining, rubber plantations, real estate and banking.

The case describes challenges facing Ranbaxy, the third largest pharmaceutical company in India, as it attempts to move from being a generics marketer, to a player in the branded drugs business. The case focuses on issues relating to the launch of Cifran OD, Ranbaxy's first drug based on a patented new drug delivery system.