Eris Lifesciences Ltd
NSE:ERIS
Eris Lifesciences Ltd
Non-Reccuring Items
Eris Lifesciences Ltd
Non-Reccuring Items Peer Comparison
Competitors Analysis
Latest Figures & CAGR of Competitors
| Company | Non-Reccuring Items | CAGR 3Y | CAGR 5Y | CAGR 10Y | ||
|---|---|---|---|---|---|---|
|
|
Eris Lifesciences Ltd
NSE:ERIS
|
Non-Reccuring Items
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
Dr Reddy's Laboratories Ltd
NSE:DRREDDY
|
Non-Reccuring Items
-₹752m
|
CAGR 3-Years
27%
|
CAGR 5-Years
46%
|
CAGR 10-Years
N/A
|
|
|
Cipla Ltd
NSE:CIPLA
|
Non-Reccuring Items
₹0
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
Sun Pharmaceutical Industries Ltd
NSE:SUNPHARMA
|
Non-Reccuring Items
-₹4.2B
|
CAGR 3-Years
32%
|
CAGR 5-Years
N/A
|
CAGR 10-Years
-6%
|
|
|
T
|
Torrent Pharmaceuticals Ltd
NSE:TORNTPHARM
|
Non-Reccuring Items
N/A
|
CAGR 3-Years
N/A
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
|
M
|
Mankind Pharma Ltd
NSE:MANKIND
|
Non-Reccuring Items
-₹82.6m
|
CAGR 3-Years
27%
|
CAGR 5-Years
N/A
|
CAGR 10-Years
N/A
|
|
Eris Lifesciences Ltd
Glance View
Nestled in the competitive landscape of India's pharmaceutical sector, Eris Lifesciences Ltd. has carved a niche for itself by focusing intently on the domestic market, predominantly within the specialty prescription segment. Founded in 2007 by Amit Bakshi, the company has distinguished itself with a strategy that emphasizes building relationships with medical professionals through a robust field force, eschewing the conventional tactic of overwhelming physicians with a vast army of generic products. Eris opts for precision, targeting chronic and lifestyle-related ailments such as diabetes, cardiology, and neurology. This focus on long-term therapies aligns with the rising demand for healthcare tailored to the aging population's needs and the increase in lifestyle diseases in India, thus ensuring a steady stream of revenue. The brilliance of Eris Lifesciences' business model is reflected in its comprehensive distribution network and a well-coordinated supply chain that covers a significant portion of Indian urban centers. By manufacturing many of its products in-house, Eris maintains control over production quality and cost – a strategic move that bolsters its pricing power in the competitive generics market. The company also adeptly tweaks its offerings and strategies based on physician feedback and market trends, ensuring relevance and resonance with its target segments. This model is not about flooding the market with a plethora of offerings; it's about precision placement with specialized therapeutic products that meet specific, high-demand needs – a strategy that has consistently translated into tangible financial growth.
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