...Pfizer Executive Summary Company Overview World’s largest global research-based biomedical and pharmaceutical company that discovers, develops, manufactures and markets safe and effective medicines. Mission To be the world’s most valued company to patients, customers, colleagues, investors, business partners and the communities where we work and live. Pharmaceutical Products Aricept Genotropin Spiriva Aromasin Geodon/Zeldox Sutent Caduet Lipitor Vfend Camptosar Lyrica Viagra Celebrex Norvasc Xalatan/Xalacom Chantix Rebif Zmax Detrol/Detrol LA Relpax Zoloft Eraxis Revatio Zyvox Animal Health Products BoviShield Draxxin RespiSure/Stellamune Cerenia Excede Revolution/Stronghold Clavamox/Synulox Improvac Rimadyl Convenia Lutalyse Silentrol Dectomax Naxcel/Excenel Financials Stock Symbol: PFE Price Range: $11-$18 Sales (2008): $48,296,000,000 Net Income: $8,104,000,000 Net Assets: $109,892,000,000 Key Executives CEO: Jeff Kindler CFO: Frank D'Amelio CMO (Chief Medical Officer): Freda C. Lewis-Hall Key Competitors GlaxoSmithKline Johnson & Johnson Novartis AG Roche Holding-AG Sanofi-Aventis Mergers and Acquisitions (2008-2009) Wyeth: announcement of merger 1/26/09, biopharmaceutical Auxilium Pharmaceuticals: 12/08, develops Xiaflex-first in class biologic for treatment of Dupuytren’s contracture and Peyronie’s Disease Schering-Plough...
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...The Continuing Evolution of the Pharmaceutical Industry: Career Challenges and Opportunities December 2007 Michael Steiner, CFP®, CPA David H. Bugen, CFP®, MBA Brian Kazanchy, CFP®, CFA, MBA William T. Knox IV, CFP®, CFA, JD Margaret V. Prentice, MBA Lauren Goldfarb Mark P. Hurley Steven E. Cortez Christine L. Boudreaux Benjamin J. Robins Yvonne N. Kanner Shehzad Sippy Adam L. Bartkoski Ana M. Avila RegentAtlantic Capital, LLC Michael Steiner is a Wealth Manager and Principal with RegentAtlantic Capital, LLC, and head of the firm’s Pharmaceutical Executive Services Group (PESG). David H. Bugen is a Wealth Manager and Principal, and Brian Kazanchy is a Wealth Manager. William T. Knox IV is a Wealth Manager and Principal. Margaret V. Prentice is the Chief Marketing Officer and Principal, and Lauren Goldfarb is the Business Development Coordinator. Fiduciary Network, LLC Mark P. Hurley is President and CEO of Fiduciary Network, LLC. Steven E. Cortez is Executive Vice President. Christine L. Boudreaux is Director of Adviser Communications, and Benjamin J. Robins is General Counsel. Yvonne N. Kanner is Executive Vice President and COO, and Shehzad Sippy is a Research Analyst. Adam L. Bartkoski is Director of Adviser Operations and Development, and Ana M. Avila is an Intern. © Copyright Fiduciary Network, LLC, 2007 This material is for your private information, and we are not soliciting any action based upon it. Opinions expressed are our current views only, at the...
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...SIEGEL Global Talent Management at Novartis Introduction Novartis CEO Daniel Vasella, M.D., was sitting in his first-floor office in 2007 in Basel, Switzerland, reflecting to an outside researcher about the path that had led to his becoming CEO, and the origins of his (and his company’s) philosophy around global talent management. In presentations Vasella gave to Novartis employees around the world, he continually emphasized that talent identification, the use of systematic talent development, and strong pay-for-performance were central tasks and responsibilities for the company and every manager. With regard to his and the company’s philosophy on accountability and incentive pay-for-performance, Vasella noted: “The best time to form views about management is before you come to the top. You see how the real world works and how bureaucracy works, and what people believe and never dare to challenge.” Vasella had spent five years in the U.S. as a manager for one of the predecessor companies to Novartis, and during that time he had learned about and embraced new models of incentive pay-for-performance that were being pioneered at General Electric: I was listening to what Jack Welch had to say in 1988/89 and I saw that they had a far better human resource and incentive system than we did in my company. I transferred back to home base in Switzerland in 1992, just after we had introduced variable incentive compensation in my U.S. operation. Coming back to Switzerland, my pay was cut by...
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...distribution center in Columbus, Ohio. In less than ten years, the then-named Cardinal Foods became a prominent regional food distributor until branching into pharmaceutical distribution in 1979. That same year the company purchased a drug distributor based out of Zanesville, Ohio, and re-branded itself as Cardinal Distribution. The company re-branded itself a third time in 1983 while also going public. Following their NYSE debut, the company grew rapidly throughout the 80's and 90's with the acquisition of more than a dozen U.S. drug distributors. By 1991, Cardinal Health had reached revenues exceeding $1B. By 1994, Cardinal Health had established itself as a leader in the drug distribution business with a nationwide presence and annual revenues of approximately $6B. Today Cardinal Health boasts $100+B in annual revenue. Board Composition Cardinal Health's Board of Directors has remained mostly the same preceding and after Sarbanes-Oxley legislation. The Board is composed of independent industry experts within Healthcare, Technology, and Academic fields. Some of the organizations represented on Cardinal's Board are The Bing Group, Gardner, Priority Health Group, Bank One, Harvard University, and Akamai Technologies. The one interesting point to note about the Board’s structure is in regards to CEO duality. Cardinal’s CEO and founder Robert D. Walter had also served as the Chairman of the Board since the company’s inception through to 2009 when he retired. The company’s...
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...techniques (DuPont). E.I. left his home in France during the French Revolution to embark on a journey to America January of 1800. By the summer of 1802 DuPont opened up his first powder mill located on the Brandywine River. Since that very first mill opened the DuPont Company has been involved in a wide variety of industries; The Automotive, Research and Development, Technology, Communication industries and a whole host of others have all been ventured into by DuPont. DuPont currently is one of the most profitable chemical companies in the world. In 2012 DuPont ranked ninth in the world based on ICIS Top 100 (ICIS). Mission and Vision Statement DuPont’s mission statement is as followed: “DuPont is a science company. We work collaboratively to find sustainable, innovative, market-driven solutions to solve some of the world’s biggest challenges, making lives better, safer, and healthier for people everywhere.” The challenges that DuPont narrows its focuses on are food, energy, and protection solutions (DuPont.) Primary Industry SIC: 2879, Pesticides and Agricultural Chemicals, NEC NAICS: 325320, Pesticide and Other Agricultural Chemical Manufacturing “This industry comprises establishments primarily engaged in the formulation and preparation of agricultural and household pest control chemicals (except fertilizers).” (Census) Challenges Board of Directors Ellen Kullman Chair of the Board & Chief Executive Officer Ellen Kullman, 58, has been the chair of the...
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...· Executive summary………..………………………………………..3 · Introduction…………………………………………….…………...5 · Section 1- Environment/ Industry analysis….................…………....5 · Section 2- Company Description………….....……………………..7 · Section 3- Financial analysis………………...………………….…..8 · Section 4- Marketing Strategy………………………...……...…...10 · Section 5- Use of Information Technology………..………...…….11 · Section 6- Ethical/ Environmental Issues….....………….………..12 · Conclusion…………………………................................................13 Executive Summary In 2001 Abbott was assessed by Jim Collins in his book “Good to Great” and deemed a worthy investment. Eleven years later Abbott has sustained that high level of performance as a producer in the healthcare and pharmaceutical industry. This performance can be attributed to their consistent financial growth over its competitors. The company competes among the healthcare industry producing pharmaceuticals, medical devices and nutritional products. Abbott is among several large companies that have dominated the industry for about half a century. Abbott has experienced a consistent increase in revenue over the past five years. Due to recent acquisitions, the company has had increasing operating costs, but stable profits. Notable financial risks of the company are their smaller product pipeline and smaller cash cushion compared to competitors. Abbott Labs marketing branch is what brings...
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...HBR.ORG THE BIG IDEA Profits Without Prosperity Stock buybacks manipulate the market and leave most Americans worse off. by William Lazonick SEPTEMBER 2014 REPRINT R1409B The Big Idea PHOTOGRAPHY: ELISE FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG STOCK BUYBACKS Five years after the official end of the Great Recession, corporate profits are high, and stock market MANIPULATE THE booming. Yet most Americans the not sharing inis are the MARKET AND LEAVE recovery. While the top 0.1% of income recipients— MOST AMERICANS which include most of the highest-ranking corporate executives—reap almost all the income gains, good WORSE OFF. BY WILLIAM LAZONICK jobs keep disappearing, and new employment opportunities tend to be insecure and underpaid. COPYRIGHT © 2014 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. September 2014 Harvard Business Review 3 THE BIG IDEA PROFITS WITHOUT PROSPERITY Corporate profitability is not translating into widespread economic prosperity. The allocation of corporate profits to stock buybacks deserves much of the blame. Consider the 449 companies in the S&P 500 index that were publicly listed from 2003 through 2012. During that period those companies used 54% of their earnings—a total of $2.4 trillion—to buy back their own stock, almost all through purchases on the open market. Dividends absorbed an additional 37% of their earnings. That left very little...
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...such, the basic functions of HRM, broken down into seven different areas, allow for it to handle the strategic, tactical and operational decisions for the organization. The seven functions of HRM are: Planning, Recruiting, Selection, Socialization, Training and Development, Performance Appraisal, Compensation, Labor relation, and Motivation function Beximco Pharma (BPL) is a leading edge pharmaceutical company based in Bangladesh and is acclaimed for its outstanding product quality, world-class manufacturing facilities, product development capabilities and outstanding professional services. Its strategic strengths include strong recognition of brands, highly skilled work force and diversified business mix. Being a Learning Organization the core essence of Beximco Pharma is its entrepreneurial spirit in every sphere of its management. In this spirit, the tasks of each managerial function are carried out through HRM. In this report, we have tried our best to exemplify how the basic functions of HRM are exercised in Beximco Pharma. We have analyzed BPL’s several functions: planning, recruiting and selection, training and development, performance appraisal and employee compensation from the view of Theoretical Definition, Practical Application, Basic Principles followed and Technology used in each of the functions. We also discussed the BPL’s goals, mission and vision. This report focuses on the Organization’s recruiting process, selection process, source of recruiting, attracting...
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...titled HRM based on Performance Appraisal Process of GSK Limited Bangladesh. I have tried my level best to prepare this assignment & included all those data that is essential for it. Thanking you for your valuable information. Sincerely yours, ............................... Md.Shamirul Islam Executive summary As a part of our curriculum we have to prepare reports in each semester for each subject. In this way, my course teacher has assigned me to prepare the report. And the topic of my report is “Performance Appraisal Process of GlaxoSmithKline (GSK) Bangladesh Limited”. She took a lecture on preparation of this report and serving us necessary documents. As I have selected a pharmaceutical organization, my prime objective was to collect necessary documents along with the Annual Report of the company. Again I had to visit the website of the company .My report involve the typical performance Appraisal Process. Acknowledgements Actually I am sorely responsible for the content of this assignment. Really at first I want to express special gratitude to almighty Allah for preparing this...
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...depends on people, capabilities, structure, and execution. Important as well are growth and innovation (P.. 286), which allows an organization to remain competitive. Growth strategies arise from an organization’s SWOT where clear guidelines identify areas of focus. Achieving this requires innovation and alliances on products and services that will create a competitive advantage. Successfully execution requires a strategic manager who can effectively and successfully drive strategic objectives, then report its performance to the leadership team (Thompson & Strickland, 2013). This paper will examine how Pfizer utilized growth, innovation and execution strategies as well as acquisitions and mergers to become the number one global pharmaceutical company. The organization’s SWOT analysis (Thompson & Strickland, 2013) showed its strength in being innovative, opportunities to create more products, weakness in its dependence on successful products, and threats in generic competition and regulatory laws. The company’s corporate culture, strategic innovative through the top-down leadership approach, a unified tagline “OWN IT!” (Pfizer, 2013), and a strategy map demonstrates that all employees are ultimately responsible for their individual roles to drive success throughout the organization. Additionally, this paper will present a student created strategy map identifying areas the organization reports on annually. Theory Definitions Thompson and Strickland (2013) define that growth...
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...Question 1: Answer: SMEs (Small & Medium Enterprises) are those business enterprises which run their business in small and medium level. Small and medium business has no single definition but have some standards on the basis of which we can say they are small and medium enterprises. Different institutions has given different definitions but in Pakistan SMEDA (small Medium enterprises development authority) has defined SMEs as “the enterprises can be small and medium which has up to 250 employees and having annual return about Rs.250 million.” In Pakistan we can say that there are about more and less about 2 million small and micro level business and enterprises are exist. In among these 2 million there are about 400000 are form manufacturing side about 600000 from services side enterprises and about one million are exists from trade sector mean retailers. In Pakistan Small Medium enterprises is almost near to ninety percent of the whole business enterprise. It contributes a lot in almost every sector of Pakistan like manufacturing, agricultural and services based organizations. The part of every province in SME are contributed in SME Punjab province has the highest contribution about 65.26% share is in Punjab, KPK has about 12.21% while Sindh province has about 17.82% share in SME in total of 2.96 million units in Pakistan of which about 93.9% are established enterprises and 6.1% are household enterprises. Baluchistan share is about 2.09% in over all units in Pakistan....
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...at Accounting Biovail INTRODUCTION Operating within a complex and highly competitive pharmaceutical industry, the challenges confronting Biovail are intensifying as regulatory agencies release formal allegations of misconduct against four corporate executives and as outstanding lawsuits, widespread scrutiny, and a history of questionable accounting practices are unavoidably coming to a head. Responsible for overcoming its damaged reputation and for moving the company forward, it is imperative that management at Biovail resolve three immediate issues. 1. Establishing a worst-case scenario, what is the known liability that Biovail has incurred for deceiving its investors? 2. What does a comparative financial analysis of Biovail, Abbot Labs, and Cephalon reveal about Biovail's strategic weaknesses? 3. What principles of governance can be employed to assure investors that Biovail's past misconduct will not recur in the future? FINANCIAL ANALYSIS Liability for Fraudulent Reporting and Communications to Investors In all likelihood, a class action lawsuit against the company for aggressive and misleading accounting practices (which have had a material impact on shareholder returns) is forthcoming. Biovail must be prepared to accept responsibility for the damage experienced by investors as a result of its former actions and misrepresentations. Even though (as of February 2008) Melnyk no longer holds any affiliated role with Biovail, and although he alone is responsible for his personal...
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...INTRODUCTION Operating within a complex and highly competitive pharmaceutical industry, the challenges confronting Biovail are intensifying as regulatory agencies release formal allegations of misconduct against four corporate executives and as outstanding lawsuits, widespread scrutiny, and a history of questionable accounting practices are unavoidably coming to a head. Responsible for overcoming its damaged reputation and for moving the company forward, it is imperative that management at Biovail resolve three immediate issues. 1. Establishing a worst-case scenario, what is the known liability that Biovail has incurred for deceiving its investors? 2. What does a comparative financial analysis of Biovail, Abbot Labs, and Cephalon reveal about Biovail's strategic weaknesses? 3. What principles of governance can be employed to assure investors that Biovail's past misconduct will not recur in the future? FINANCIAL ANALYSIS Liability for Fraudulent Reporting and Communications to Investors In all likelihood, a class action lawsuit against the company for aggressive and misleading accounting practices (which have had a material impact on shareholder returns) is forthcoming. Biovail must be prepared to accept responsibility for the damage experienced by investors as a result of its former actions and misrepresentations. Even though (as of February 2008) Melnyk no longer holds any affiliated role with Biovail, and although he alone is responsible...
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...the PMB has some tough decisions to make”. The PMB of XYZ Pharma, the pharmaceutical division of XYZ, one of the world’s leading companies in the life science sector, convenes yearly in August to review the composition of the research and development (R&D) project portfolio. It also meets on a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion of which projects will be allocated additional resources, and at expense of which other projects this will be”. The Pharmaceutical Industry The lion share of the pharmaceutical market is captured by approximately hundred manufacturers, which account for more than 90% of global sales. Exhibit 1 contains the top twenty pharmaceutical companies ranked by sales. Since the mid-1980s, the...
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...has some tough decisions to make”. The PMB of XYZ Pharma, the pharmaceutical division of XYZ, one of the world’s leading companies in the life science sector, convenes yearly in August to review the composition of the research and development (R&D) project portfolio. It also meets on a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion of which projects will be allocated additional resources, and at expense of which other projects this will be”. The Pharmaceutical Industry The lion share of the pharmaceutical market is captured by approximately hundred manufacturers, which account for more than 90% of global sales. Exhibit 1 contains the top twenty pharmaceutical companies ranked by sales. Since...
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