皮拉马尔则开始为印度百姓生产非专利药,他于1988年收购了一家英国制药公司的本地部门,之后,又轻松地与其他几家对印度丧失信心的外国药企完成了多宗类似交易。
Often multinationals move in a herd mentality, says Mr Piramal.
通常,跨国公司的行动带有从众心理,皮拉马尔先生说道。
By the late 2000s Piramal was India s third-largest drugs firm.
到本世纪头十年的末期,皮拉马尔成为了印度第三大制药公司。
This second incarnation ended abruptly.
皮拉马尔的第二次重整戛然而止。
In 2004, with his brother s sons grown up, the clan split, apparently amicably, with MrPiramal s nephews and their mother taking the property and textile units.
2004年,他哥哥的儿子们长大成人,家族也随之分裂,皮拉马尔的几个侄儿和他们的母亲分得房地产和纺织部门,表面上还是一团和气。
In 2010 Abbott, an American drugs firm with a history of failing to crack India, bid apreposterous $3.8 billion for the Indian generic-drugs business, which had just $425m ofsales.
2010年,一直未能叩开印度市场大门的美国雅培制药,对皮拉马尔年销售额不过4.25亿美元的非专利药部门开出了高得离谱的38亿美元收购价格。
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