We are a branded IPR-based pharmaceutical Company focusing on frontier markets...
Our purpose is to bring high-quality every-day medicines within the reach of populations...
Over the years, we have geared ourselves to create a meaningful business ...
Meet our leadership team that guides us
through all our business decisions...
Policies & disclosures
At Balaxi, our business strategies are responsible for creating a portfolio
We focus on bringing essential medicines within the reach of populations
At Balaxi, we have a comprehensive portfolio consisting of over 300
Our current established markets are Angola, Guatemala, and Dominican
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across our markets...
Locate our offices across
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Spreading awareness of our products
through our promotional campaigns...
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At Balaxi, we constantly create a work environment that encourages ...
At Balaxi, we understand the importance of healthy employee relations...
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At Balaxi, our vision is to be amongst the top two
pharmaceutical players within each of the multiple global
frontier markets we choose to participate in. We pursue this
vision without compromising on our goals to build scale,
market homogeneity, healthy margins and quality growth at a
portfolio level, where both value and volume are established
in a balanced way. While we chase market leadership, we
are always mindful of ensuring that we continuously create
value for our stakeholders in a responsible way. We do this by
being committed to our core purpose of bringing high-quality,
everyday medicines within the reach of ordinary people, thus
creating sustainable value for our stakeholders.
As we “Aspire TOP#2 Leadership”, we work tirelesssly on
bolstering our internal strengths by establishing strong
processes, SOPs and operations. We believe that to succeed
in our pursuit to leadership, we need to be resilient, agile,
and most importantly, have the ability to identify the
leadership gaps in our capabilities and strategies. At Balaxi,
we continuously detect and assess these disparities and find
ways to overcome them in the short, medium, and long term.
Moreover, we also aim to integrate our idea of leadership with
opportunities and strategy development to ensure that our
actions and decisions are constructive towards our end goal.
We believe that every business lifecycle involves mixed phases of growth
opportunities and testing challenges. To become a successful leader, it is
essential for an organisation to be super adaptive and have the ability to face
obstacles with resilience. To thrive in today’s challenging climate, it is vital for a
company like ours to be responsive and realize real transformation. Agility and
strength are the cornerstones required for elevating financial performance and
building substantial capabilities that will not only get us through a market crisis,
but will also sustain us in the years ahead. Therefore, we continuously work
towards infusing agility and strength in our business operations to drive value
even in the most difficult periods.
The current global health crisis and its resulting business dislocations have
unlocked change at a pace and magnitude that has made all of us re-evaluate our
business models. At Balaxi, we realise that the barriers to boldness and speed are
less about technical limits and more about such things as mindsets toward what
is possible and what people are willing to do. In terms of goal setting, Balaxi is
now thinking “bigger and faster”.
We see a great opportunity in becoming “bigger”, by bringing more choices and
options in medicines and consumer products to the vast underserved people
within frontier markets. The current pandemic crisis has accentuated the stresses
in demand and supply gaps in quality medicines within many of these markets.
Our goal is to speed up our entry beach-heads into new territories within Central
America and Africa, and quickly serve each market with meaning portfolios of
products and availability.
In terms of our operating model, we are already champion an “asset-light”
production model. This has allowed us to allocate our capex wisely to establish
ourselves in new markets “faster”. The current pandemic has also taught us the
necessity of further digitalising our business, and maintaining the productivity
and passion of our people in a blended work environment. With consumers and
traders increasingly embracing virtual engagement and e-commerce, we too are
re-calibrating how we serve our B2B partners through multiple channels.
While we adapt to move forward on our path to market leadership, we are
building robust processes and systems that will push us to generate efficiency
and healthy returns against our investments, while enabling us to deliver lasting
value to our stakeholders.