Ranbaxy Laboratories Research Articles

Moderating effect of price on the relationship of economic animosity and ethnocentrism with purchase decision of retail consumers of Jharkhand

Multinational Companies (MNCs) are expanding their business to maintain the growth rate. Many developing countries like India are welcoming the MNCs to grab the benefits like foreign investment, advanced technology, proper utilisation of natural resources, employment etc., to name a few. MNCs like Nestle, CocaCola, Procter and Gamble, Ranbaxy Laboratories, and Pepsico have spread their business in India in food processing, beverage, consumer goods, pharmaceuticals, and food and beverage. The products of these MNCs are now challenged by Patanjali’s “Swadesi aur Sudh” products. This study investigates the effects of economic animosity, ethnocentrism, and price on consumers’ purchase decisions of the middle-aged service class.

PHARMACOKINETIC STUDY OF OLOPATADINE 10 MG EXTENDED RELEASE TABLET IN COMPARISON WITH OLOPATADINE 5 MG IMMEDIATE RELEASE TABLET IN INDIAN POPULATION

Objective: This study was designed to assess the pharmacokinetics of single dose of olopatadine hydrochloride 10 mg extended release (ER) tablet of Ranbaxy laboratories limited (two test formulations) with two doses of Allelock® 5 mg immediate release (IR) tablets of Kyowa Hakko Kogyo Co. Ltd. (reference formulation R), in healthy, adult, Indian male subjects under fed condition.
 Methods: Fifteen healthy male volunteers, 26.07±6.62 y in age and 57.17±6.68 kg in body weight, were divided into three groups and received either olopatadine hydrochloride 10 mg ER tablet or two doses of Allelock® 5 mg tablets in each period. Blood samples were taken at predetermined time points and plasma concentrations of olopatadine were monitored by liquid chromatography mass spectrometric (LCMS/MS). Pharmacokinetic (PK) parameters AUC0-t, AUC0-24, AUC0-∞, and Cmax were calculated for olopatadine using WinNonlin. A statistical analysis was performed on PK data using SAS system.
 Results: The ER formulations showed a similar AUC as compared to the IR formulation and there was no statistically significant difference in AUC of test formulation A and B and reference R. The ratios of AUC0-t, AUC0-24 and AUC0-∞ for A/R were 91.08, 94.90 and 91.32 and for B/R were 89.63, 93.95 and 89.63 respectively. The ER formulations reported a higher Cmax value as compared to IR formulation. The ratios of Cmax for A/R and B/R were 151.09 and 167.96 respectively. But these higher Cmax values did not pose any safety issue as there were no serious adverse events reported during the study.
 Conclusion: In conclusion, we can say that though the study drugs did not meet the bioequivalence criteria set by regulatory agencies, but this study gave an insight about PK properties of olopatadine extended release formulation and given an idea about effect of smoking on the PK profile of olopatadine which can be studied in future.

Comparison of Multi Criteria Decision Making Methods SAW and ARAS: An Application to Performance of Indian Pharmaceutical Companies

While assessing the performances of companies, the decision makers to take not only a single criterion for making the right decisions in to account, but also a number of other relevant criteria that could affect the performance. Because when it is necessary to make the best selection among several option, Multiple-Criteria Decision Making (MCDM) methods are used. This study is to provide insight in to the applicability of method Simple Additive Weightings Method (SAW) and Additive Ratio Assessment (ARAS) method under MCDM techniques to evaluate the performance of Indian Pharmaceutical companies during the study period 2006-2019. The seventeen evaluation criteria’s were used in the application. The constructed model was analysed using both SAW and ARAS method. The study results showed that the best performance belongs to Glico Smith Kline Pharma Limited in SAW method and Sun Pharmaceutical Industries Ltd in ARAS method and worst performance belongs to Ranbaxy Laboratories Limited in both methods. By comparison, both methods revealed the similar rankings of companies during the study period.

Impact of Corporate Restructuring on Employee Reward and Recognition: A Case Study of Sun Pharmaceuticals & Ranbaxy Laboratories

As per current scenario Corporate Restructuring is one of the most widely used strategic tools. Since 1991 the effect of liberalization in the domestic economy has been very strong. The reason behind that is globalization, competition and a dynamic market. Corporate restructuring is an indispensable course of action for the organizations who wants to stay pertinent in the world of business. It is a strategy which encompasses substantial change in the firm’s organizational structure, which comprises of the spreading span of control, corporate governance reformation, reducing product diversification, redrawing of divisional boundaries, downsizing employment, revising compensation, and flattening of hierarchic levels. This restructuring process creates change in the organization which lays adverse effect on employees of an organization. The impact of restructuring is often measured by the financial performance of the organization but it is not measured by assessing its effect on the human resource of an organization. The general purpose of this study is to gain an understanding on the impact of restructuring on employee reward and recognition. For more evaluation of study researcher has taken pharmaceutical industry in which the case of Sun Pharmaceuticals and Ranbaxy laboratories restructuring through acquisition is considered. This study is descriptive in nature. Primary and secondary source of data and information has been used in this study. As per the requirement of research data are taken from websites of companies, literature reviews, journals and survey on employees.

Bioequivalence of Two Formulations of Gliclazide in a Randomized Crossover Study in Healthy Caucasian Subjects Under Fasting Conditions.

This study aimed to investigate the bioequivalence of 2 formulations of gliclazide modified-release tablets 60 mg in 48 healthy Caucasian volunteers under fasting conditions. A test product, Gliclazide MR (Ranbaxy Laboratories Limited, now Sun Pharmaceutical Industries, India), was compared with a reference product, Diamicron MR (Servier, France). The study was performed under a single-dose, 2-treatment, 2-period, 2-sequence crossover design in a fasted condition with a washout period of 21 days. Blood samples were collected for 96 hours after drug administration. Drug plasma concentrations were determined by a liquid chromatography-tandem mass spectrometry method. Analysis of pharmacokinetic characteristics was based on a noncompartmental model. The logarithmically transformed data of Cmax and AUC were analyzed for 90% confidence intervals using analysis of variance. There was no significant difference in pharmacokinetic characteristics between the products, and the 90% confidence intervals were within the acceptance range of 80.00%-125.00%. The investigated products were bioequivalent under fasted conditions.

Valuation of Financial Synergies in Mergers and Acquisitions: A Case Study of Multiple Indian Entities

Mergers and acquisitions are broadly undertaken to have extraneous advantages for the combined entity vis-à-vis standalone entities. The objective of the study is to evaluate the actual financial synergy realisations in case of four recent and significant MandA deals in three different sectors in India: automobile, banking, and pharmaceuticals. These are: Amtek Auto and JMT Auto; Kotak Mahindra and ING Vysya Bank; Sun Pharmaceuticals Industries Ltd and Ranbaxy Laboratories; and Express Scripts and Medco Health Solutions. Synergies are calculated for few basic parameters including revenue, expenditure, and PAT in all the four deals and also for industry-specific elementary performance indicators for proper evaluation of the industry. The results suggest Kotak Mahindra -ING Vysya Bank and Sun Pharma-Ranbaxy deals were able to realise most of the synergies that were estimated and were on the right track towards synergy realisation in the post-acquisition period. However, the Amtek Auto-JMT Auto deal couldn’t realise cost synergies as their expenditures elevated to high levels after the merger but it managed to attain lower cost of capital financial synergies. On the other hand, Express Scripts-Medco deal badly failed because it couldn’t attain revenue synergies after the merger. The study concludes with the relevant policy implications.

Generic atorvastatin is as effective as the brand-name drug (LIPITOR\xae) in lowering cholesterol levels: a cross-sectional retrospective cohort study

BackgroundIn a world of ever increasing health care costs, generic drugs represent a major opportunity to ensure access to essential medicines for people who otherwise would be unable to afford them. However, some clinicians and patients are still questioning the safety and effectiveness of generic formulations compared to the proprietary drugs necessitating further systematic research analyzing the generic drugs’ efficacy. Our objective was to compare the lipid lowering effects of generic and branded atorvastatin.MethodsThis cross-sectional, retrospective cohort study was conducted at the University of Malaya Medical Centre from 1 May 2013 until 30 May 2013. We analyzed the lipid profiles (total cholesterol, LDL-cholesterol, HDL-cholesterol, triglycerides) of 629 patients before and at least 3 months after switching them from proprietary atorvastatin (Lipitor®) to generic atorvastatin (atorvastatin calcium from Ranbaxy Laboratories, Inc.). We also investigated if there was any difference in the effectiveness of both atorvastatin formulations in various ethnic groups.Results266 patients were included in this study. When comparing the median values we found no statistically significant differences (Wilcoxon signed-rank test; p < 0.05) between proprietary and generic atorvastatin in lowering total cholesterol (4.60 mmol/l pre-transition vs. 4.50 mmol/l post-transition; p = 0.583), LDL-cholesterol (2.42 mmol/l vs. 2.41 mmol/l; p = 0.923) and triglycerides (1.50 mmol/l vs. 1.50 mmol/l; p = 0.513). While there was a statistically significant (p = 0.009) difference in HDL-cholesterol levels favouring proprietary atorvastatin, the extent of this change (1.26 mmol/l vs. 1.25 mmol/l) was deemed not to be clinically relevant. There was no statistically significant difference when analyzing the effects on various ethnic groups.ConclusionsSubstituting proprietary atorvastatin for its generic formulation atorvastatin calcium does not result in a less effective management of hyperlipidemia. Our findings lend support to the approach of lowering health care costs by switching patients from branded drugs to their less expensive generic analogues.

Daiichi shuts Indian R&amp;D center

Daiichi Sankyo will close its research unit in Gurgaon, near New Delhi, India. The move will affect 170 people, most of whom are researchers focused on infectious disease and inflammation. Last February, Daiichi closed its R&D center in Gerrards Cross, England, a move that impacted 80 people. The Indian research unit is a legacy from Daiichi’s 2008 acquisition of Ranbaxy Laboratories. When Daiichi Sankyo sold Ranbaxy to Sun Pharmaceutical Industries in 2015, it retained the operation as a separate subsidiary.

Daiichi wins $525 million for Ranbaxy deal fraud

An arbitration court in Singapore has ordered former shareholders of India’s Ranbaxy Laboratories to pay $525 million to Daiichi Sankyo. The Japanese company claimed that when it acquired Ranbaxy in 2008, the large shareholders with whom it negotiated had concealed the severity of regulatory issues that Ranbaxy was facing with the U.S. FDA. The award was leveled against New Delhi’s RHC Holding, an investment firm led by Malvinder Mohan Singh, the former CEO of Ranbaxy who had negotiated the sale to Daiichi Sankyo on behalf of his family. In a statement, RHC Holding said it would explore “further legal options to challenge the majority award.” The RHC Holding statement noted that one judge in the Singapore court, a former chief justice in India, had issued a dissenting opinion dismissing all claims. Daiichi took over Ranbaxy for $4.6 billion in June 2008 after agreeing to pay a premium for the 31%

Drug Firms Prevail In Antitrust Trial

A deal between AstraZeneca and Ranbaxy Laboratories that resolved a patent dispute involving the launch of a cheaper, generic version of the blockbuster heartburn drug Nexium did not violate federa...

Entry Mode Selection, Location Choice and the Sequence of Internationalization: A Case Study on Ranbaxy Laboratories Ltd.

Due to increase of a good numbers of multinationals firms from emerging economies, researchers’ attention have been paid toward understanding the internationalization sequence of these companies. For making the internationalization process successful, multinational enterprises (MNE) make some strategic decisions like entry modes selection, site selection very carefully and delicately. Since, pharmaceutical industry in India has been growing rapidly and achieved the recognition of the world as a high quality manufacturer at low cost, it is the interest of researchers to investigate how Indian emerging multinationals are taking decisions in case of entry mode selection and location choice. In this regard, Indian Multinational enterprise ‘Ranbaxy Laboratories Limited’ is an ideal case to study because it has developed its capabilities to compete against incumbent MNEs by using different motives, entry strategies and locations advantages. In this case study, relevant foreign direct investment (FDI) literature and other secondary sources have been used to analyze the strategies used in case of locations choice and entry modes selection for Ranbaxy’s Outward Foreign Direct Investment (OFDI). It has been observed that in case of location choices and entry modes selection, decisions varied significantly for different regulated markets. Initially, Ranbaxy entered into Africa and Asian market and after gaining experiences and knowledge from there it moved to USA and Europe. The study reveals that Ranbaxy has chosen entry mode as ‘acquisition’ for USA and European market basically to overcome made-in-India image, credibility issues and quality concern. Furthermore, Ranbaxy offered their product and services more confidently as a guarantor of quality and safety standards due to acquisition strategy. Since, most of the European and North American markets were regulated and Ranbaxy entered these markets using unique entry modes. On the other hand, Asian and African markets were unregulated and entry modes were different from regulated markets. Ranbaxy entered first into the unregulated markets then moved to the regulated markets. For different segments Ranbaxy were driven by different motives. Thus, company developed experience and expertise from different markets. Apart from this, company found various types of capability handicaps in different markets and responded accordingly to overcome these handicaps. Consequently, these sequential developments have been transformed into ownership specific advantages for Ranbaxy’s case. Considering extant strength and capabilities of Ranbaxy, market seeking motive could be the stimulating factor for Ranbaxy’s next expansion for maintaining sustainable growth and position in the international market. European countries like Cyprus and Greece could be the location choice for next market expansion. In case of choosing European countries, Ranbaxy could minimize psychic distance, technological, economical, and institutional and location distance as it has strong local image in the European countries

Male Circumcision as a Religious Ritual

Incorrect Financial Disclosure: In the Original Investigation titled “Undertreatment, TreatmentTrends, andTreatmentDissatisfactionAmongPatientsWithPsoriasis and Psoriatic Arthritis in the United States: Findings From theNational Psoriasis Foundation Surveys, 2003-2011” publishedonlineAugust 14, 2013, and also in the October print issue of JAMA Dermatology (2013;149[10]:1180-1185. doi: 10.1001/jamadermatol.2013.5264), incorrect information appeared in the Conflict of Interest Disclosures section of the Article Information on page 1185. That section should have appeared as follows: “Dr Armstrong has received research grants or consultant honoraria from Abbott Laboratories, Amgen, Inc, and Janssen Biotech. Dr Lebwohl has been a consultant and/or investigator for Abbott Laboratories, Amgen, Inc, Anacor Pharmaceuticals, Inc, BioLine RX, Ltd, Celgene Corporation, Columbia Laboratories, Inc, Coronado Biosciences, Dermipsor, Ltd, Eli Lilly & Co, Galderma, GlaxoSmithKline-Stiefel, Janssen Ortho Biotech,LEOPharmaceuticals,MaruhoCo,Ltd,MedaPharmaceuticals,Novartis,Pfizer, Ranbaxy Laboratories, Ltd, Thesan Pharmaceuticals, and Valeant Pharmaceuticals. The other authors reported no disclosures.” This article was corrected online.

The pharmacodynamic equivalence of Orlistat 60 mg capsule. An open label, balanced, randomized, multiple-dose, cross-over pharmacodynamic end-point bioequivalence study in healthy, adult, human Asian Indian subjects under fed conditions

AbstractOrlistat is a non-systemic treatment for obesity. The drug inhibits lipase in the gastrointestinal track mainly in the lumen of the stomach and small intestine by binding reversibly with the active site of gastric and pancreatic lipases, preventing the absorption of ∼30–35% of dietary fat. The undigested triglycerides are not absorbed, resulting in a caloric deficit and positive effect in weight control. The objective of this study was to assess the bioequivalence of orlistat administered as a generic and reference capsule formulations using a pharmacodynamic end-point. A total of 60 healthy volunteers followed a 5-day run-in diet period to be accustomed to a low fat diet; subjects were then randomized to receive under fed conditions oral doses of orlistat (60 mg) 3-times daily for 10 days as the generic (Ranbaxy Laboratories) or reference (Alli™, GlaxoSmithKline) capsule formulations. Subjects followed a standardized diet (2500 kcal/day, ∼30% as fat) for the entire study. Feces were collected ove...

In vitro interaction of artemisinin derivatives or the fully synthetic peroxidic anti-malarial OZ277 with thapsigargin in Plasmodium falciparum strains

BackgroundSemi-synthetic artemisinin derivatives are powerful peroxidic drugs in artemisinin-based combination therapy (ACT) recommended as first-line treatment of Plasmodium falciparum malaria in disease-endemic countries. Studies by Eckstein-Ludwig and co-workers showed both thapsigargin and artemisinin specifically inhibit the sarcoplasmic reticulum Ca2+−ATPase of Plasmodium falciparum (PfATP6). In the present study the type of interaction between thapsigargin and artemisinin derivatives as well as the ozonide OZ277 (RBx11160 or arterolane) was evaluated in parasite cultures. The latter compound is an adamantane-based peroxide and the first fully synthetic clinical candidate recently registered in India by Ranbaxy Laboratories Ltd. for anti-malarial combination therapy.MethodsDrug interaction studies were performed using a previously described fixed ratio method and anti-malarial activity measured using the [3H] hypoxanthine incorporation assay.ResultsThe sum 50% and 90% fractional inhibitory concentration (∑FIC50, 90) of the interaction of thapsigargin with OZ277, artemether or artesunate, against NF54 and K1 strains of P. falciparum ranged from 0.9 to 1.4.ConclusionThe interaction of thapsigargin with OZ277, artesunate or artemether was additive, data consistent with previous observations indicating that activity of anti-malarial peroxides does not derive from reversible interactions with parasite targets.

Daiichi Sankyo's generic (mis) adventure: the Ranbaxy takeover

Subject area The case offers a study of change management in the pharmaceutical industry in India. Study level/applicability The case is designed for undergraduate and postgraduate students to examine strategic decisionmaking in the context of mergers and acquisitions (M&amp;As), firm capabilities and management practices. In particular, it has important pedagogical lessons for businesses eager to start operations in emerging countries. Students learn to recognize the unique nature of the pharmaceutical market and the factors affecting the demand and supply of drugs, including the economics of generics. The case can be discussed in one class session of approximately one-and-a-half to two hours duration. Case overview In 2012, the pharmaceutical industry in India was undergoing dynamic changes. There was keen interest among MNC pharmaceutical giants to buy up Indian generic manufacturing companies since their revenues were drying up with the impending patent expirations of many blockbuster brand name drugs. Japan's Daiichi Sankyo's had taken over the largest Indian pharmaceutical company, Ranbaxy Laboratories, known for its heritage of process innovations and market leadership. However, after the acquisition, Ranbaxy slipped to third position in the domestic market and was facing multiple problems including net losses and falling share prices, cultural differences in management practices, recall of drugs from foreign markets and a US FDA ban on its manufacturing plants. Further, Ranbaxy had always been viewed as a national champion and a customer-friendly company but drug prices had increased after the merger causing problems of affordability. The new CEO of Ranbaxy was facing a dilemma: how to regain the company's position as the market leader. Students are asked to advise the CEO of Ranbaxy how to tackle the challenges arising from the integration of an Indian company with a Japanese company. More specifically, the case focuses on M&amp;A as a strategy for growth and also touches on issues related to competition, regulation, innovation and corporate governance. Expected learning outcomes The case discusses the different motives behind the deal for Daiichi Sankyo and Ranbaxy and why it was a strategic move by both the alliance partners. The case also raises issues of corporate governance for the management of Ranbaxy and the need for a proactive corporate social responsibility (CSR) strategy. The case provides students with the opportunity to develop their analytical skills in a real-life setting and apply theoretical concepts to the consideration of the various issues raised by the acquisition deal. Supplementary materials Teaching notes are available; please consult your librarian for access.

R&amp;D Shapes Up At HEC Pharm

At the rate it is hiring people and investing in its R&D infrastructure, it shouldn’t be long before China’s HEC Pharm becomes as well-known as India’s Ranbaxy Laboratories or Dr. Reddy’s Laboratories. This obscure generic drug maker, with headquarters in the gritty industrial city of Dongguan in southern China, aims to launch innovative new drugs in China and, eventually, in the U.S., Europe, and other developed markets. At its R&D complex, the company has more than doubled its technical workforce during the past year to 1,200 researchers, most of whom live in company-provided housing. It is completing construction of two new buildings that will house biology labs and research facilities for clean energy materials that will be developed mostly by the firm’s chemists. And within a few months, it will break ground on a 21-floor apartment complex to house new hires and on a 12-floor research lab for new-drug R&D. ...

Pharmacokinetic and bioequivalence study of endogenous compound tretinoin 10 mg capsules in healthy volunteers by base line correction approach

Tretinoin belongs to the class of retinoids indicated in induction of remission in acute promyelocytic leukemia (APL-FAB classification AML-M3). It is an endogenous metabolite of Vitamin A and is normally present in human plasma. The objective of the present study was to evaluate the bioequivalence between the Tretinoin 10 mg capsules of Ranbaxy Laboratories Limited and VESANOID® 10 mg capsules of Roche Pharmaceuticals Inc. It was a 2-way cross-over single dose study in 60 adult Indian male volunteers under fasting conditions. Since tretinoin is endogenously present in the human body, for baseline adjustment four pre-dose samples were collected. Plasma samples were analyzed for tretinoin by using validated liquid chromatographic mass spectrometry (LC-MS/MS) method. This method has separated both isomeric metabolites (i.e. isotretinoin and 9-oxo retinoic acid) from tretinoin to accurately measure the tretinoin concentrations in plasma for this study. The Mean ± SD of pharmacokinetic parameters Tmax, Cmax, ...

Pre &amp; Post Merger Financial Performance - A Study of Selected Companies In Indian Pharmaceutical Sector

The main purpose of this study is to analyzing the financial performance and wealth maximization of acquiring companies and evaluates their financial and operating performance pre and post period of the merger. To conduct a constant research and arrive at an actual conclusion, we focus our research to only Indian Pharmaceutical companies. The idea of this article is to explore various views of Merger and Acquisitions related to the Indian Pharmaceutical sector in particular. To explain the impact of M&amp;A on the companies of Sun Pharmaceuticals and Ranbaxy Laboratories Torrent Pharma and Elder Pharma has been taken into account as a case study of my study. With the help of profitability and solvency ratios like ROTA, ROCE, Net Profit Margin, and Debt- Equity Ratio, ROE, Gross Profit Margin It focus the financial condition of the concern during the pre and post merger period .This study also evaluates the independent Paired t-test by the help of SPSS for testing the statistical reliability of the firms and this test is used both for the ratio analysis and to understand the impact of Merger and Acquisitions. All these results are mainly based on the data collected from the company’s financial statements.

A pharmacokinetic drug interaction study of ceftazidime with clavulanic acid in healthy male Indian subjects

Ceftazidime is a third generation cephalosporin with a broad range of activity. Clavulanic acid is a β-lactamase inhibitor. A fixed dose combination, with the wide spectrum of action of ceftazidime and clavulanic acid’s high stability to β-lactamases has been developed by Ranbaxy Laboratories Limited (India). The present study was planned to predict any interaction between ceftazidime and clavulanic acid which could affect the safety and efficacy of the fixed dose combination. The study was an open label, balanced, randomized two-treatment, two-period, two-sequence, crossover, single-dose comparative pharmacokinetic study under fed conditions. A single intravenous injection of the test product containing a fixed dose combination of ceftazidime 2000 mg and potassium clavulanate 200 mg and the reference product containing ceftazidime 2000 mg only, was administered during each period. Serial blood samples were collected until 12 h post-dose in each period. Ceftazidime and clavulanic acid concentration in pla...

A pharmacokinetic and bioequivalence study of Contiflo ICON 400 µg tablets in healthy Indian subjects

Tamsulosin, an alpha1 adrenoceptor blocking agent, exhibits selectivity for alpha1 receptors in human prostate. Blockade of these adrenoceptors can cause smooth muscles in the bladder neck and prostate to relax, resulting in an improvement in urine flow rate and a reduction in symptoms of benign prostatic hypertrophy. A new formulation Contiflo ICON 400 µg has been developed by Ranbaxy Laboratories Limited, India similar to Flomaxtra XL 400 µg of Astellas Pharma Limited, United Kingdom. This product is specifically designed to achieve a more consistent plasma concentration over a period of 24-h, a lower maximum plasma concentration (Cmax) and an independence of pharmacokinetics (PKs) on food intake. The objective of the present study was to evaluate the pharmacokinetics and bioequivalence of the new formulation Contiflo ICON 400 µg of Ranbaxy Laboratories Limited, India and Flomaxtra XL 400 µg prolonged release tablets (containing tamsulosin hydrochloride prolonged release 400 µg) of Astellas Pharma Limited, United Kingdom. Study was conducted as an open label, balanced, randomized, two-treatment, two-period, two-sequence, cross over, single-dose bioequivalence study in 32 adult male human subjects under fed conditions. The mean (range) age, weight and height of the study subjects were 27.03 years (19 - 40 years), 57.19 kg (48 - 72 kg) and 166.81 cm (154 - 181 cm) respectively. Blood samples were collected at pre-dose and at 0.5, 1, 2, 3, 3.5, 4, 4.5, 5, 5.5, 6, 6.5, 7, 8, 9, 10, 12, 16, 20, 24, 36, 48, 72, and 96 h post dose in each period. Plasma samples were analyzed for tamsulosin by using validated liquid chromatographic mass spectrometry (LC-MS/MS) method. The Mean ± SD of pharmacokinetic parameters tmax, Cmax, AUC24, AUClast and AUCinf for Tamsulosin were 11.741 ± 4.7201 and 12.155 ± 6.3077 h, 10.7614 ± 4.76709 and 10.4954 ± 5.08979 ng/ml, 171.4674 ± 77.39695 and 160.6738 ± 77.98628 ng.h/ml, 262.7771 ± 150.21432 and 250.6854 ± 156.75581 ng.h/ml, 280.0702 ± 152.14253 and 273.5078 ± 156.85910 ng.h/ml for test and reference formulations respectively. The ratios of least square means and the 90% confidence interval of log transformed pharmacokinetic parameter Cmax, AUC24, AUClast and AUCinf were within 80 - 125% acceptance range. In conclusion, Contiflo ICON 400 µg tablets developed by Ranbaxy Laboratories Limited is bioequivalent to the reference formulation in healthy adult male volunteers under fed condition.