...Ciba-Geigy and the Newport Investment Proposal Portfolio planning at Ciba-Geigy From its founding in the mid-eighteenth century through the 1970s, Ciba-Geigy, Switzerland’s top chemical and pharmaceutical company, had evolved to include chemicals, dyes, pharmaceuticals, crop protection and animal health businesses. From the 1980s Ciba-Geigy used corporate portfolio planning to steer the corporate portfolio. The goal of corporate portfolio planning was to improve the process of resource allocation and performance assessment. The main idea was to differentiate the businesses – to give them different objectives, different types of managers, and to allow them to adopt the organization structure that was appropriate for each business. Before that, Ciba-Geigy had relied primarily on case-by-case discussions rather than formal guidelines to determine resource allocation in the corporation. Portfolio planning became part of the formal strategic planning system in 1984, with the introduction of annual strategy meetings with individual divisions. In August of each year, every unit was required to come before Ciba’s executive committee (CEC) to review its strategic plan, whose goals and performance objectives were determined by its role in the portfolio. For example, ‘growth’ divisions would have other objectives than ‘core’ divisions. The CEC sought confirmation that assumptions, objectives, and strategies were still valid and resource requirements still the same. Once the CEC had reviewed...
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...Ciba-Geigy and the Newport Investment Proposal Portfolio planning at Ciba-Geigy From its founding in the mid-eighteenth century through the 1970s, Ciba-Geigy, Switzerland’s top chemical and pharmaceutical company, had evolved to include chemicals, dyes, pharmaceuticals, crop protection and animal health businesses. From the 1980s Ciba-Geigy used corporate portfolio planning to steer the corporate portfolio. The goal of corporate portfolio planning was to improve the process of resource allocation and performance assessment. The main idea was to differentiate the businesses – to give them different objectives, different types of managers, and to allow them to adopt the organization structure that was appropriate for each business. Before that, Ciba-Geigy had relied primarily on case-by-case discussions rather than formal guidelines to determine resource allocation in the corporation. Portfolio planning became part of the formal strategic planning system in 1984, with the introduction of annual strategy meetings with individual divisions. In August of each year, every unit was required to come before Ciba’s executive committee (CEC) to review its strategic plan, whose goals and performance objectives were determined by its role in the portfolio. For example, ‘growth’ divisions would have other objectives than ‘core’ divisions. The CEC sought confirmation that assumptions, objectives, and strategies were still valid and resource requirements still the same. Once the CEC had reviewed...
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...hopes that these proposals would aid in the company’s continual growth. These proposals deal with (a) the laboratory sciences, (b) communication (fiber optics), and (c), the television glass division. The opinions given are a result of a comprehensive deduction of the Porter’s Five Forces model so as to identify the best paths of actions to achieve a proper competitive advantage in the industry. For the first proposal, I think it is vital that Corning maintains its relationship with Ciba Geigy. Ciba Geigy has portrayed a strong commitment to the partnership’s success as evidenced by its willingness to preserve with significantly low returns over the next few years as the venture continues to grow. Furthermore, it has a good strategic fit with Corning Inc.’s goals in the medical diagnostics field. However, company acquisitions in the laboratories is not expected to attain a considerable market presence coupled with a relatively significant growth capability. I support this relationship with Ciba Geigy owing to the attractiveness of the medical diagnostics industry. However, there are several key questions to be pondered. Is Corning playing a...
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...Newport Investment Ciba-Geigy Agenda • • • • • • • Pigments Division within Ciba-Geigy‘s Portfolio Pigment Division Pigment Market Overview Newport Plant $140 m Newport investment Conclusion (Reflection about Portfolio Planning) 2 22.02.2015 Pigments Division within Ciba-Geigy‘s Portfolio • Founded in the mid 18th century • 14 divisions and 33 strategic business units Ciba-Geigy 5 Categories Pillar Growth Core Development Niche Texitle Dyestuffs Chemicals Pigments Polymers Mettler-Toledo • High margin product • Much in common with Pillar Key source of profit and cash for the group HighPerformance Pigments (HPP) Classical Pigments Dispersions Quinacridone DPP 22.02.2015 3 Pigment Division • Market for Pigments: Colouring agents e.g. printing ink and automobile paint (HPP) • Ciba worldwide leader in organic pigments and clear no 1 in HPPs • According to Ciba‘s portfolio planning guidlines responsible for SFr. 50M p.a. cash flow, 10% RONA 22.02.2015 4 Pigment Market Overview • • • • • • Total market 6 bn – 20% marketshare 2-3% annual growth rate Relative market share of 1.0 Very profitable products (esp. DPP) Competitors: BASF, HOECHST, DAINIPPON Principal markets: – North America => US approx. 40% of Ciba‘s total HPP Sales (50% DPP) – Japan Long-term markets: – Europe – North America – Far East • 22.02.2015 5 Newport Plant • Importance of Newport Plant for Pigment business ...
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...defined the roles and responsibilities of its managers, morale improved and quality went up. If Corning can incorporate this same clear direction into their business plan, the management committee and all the other internal and external managers in their alliances would have a better understanding of what is expected of them and what they can do to continue to grow Corning Incorporated into a market leader in their four sectors of business. There are some great proposals that have been presented to the management committee. The management team needs to decide if Corning wants to strive to be the front runner in just one business market or continue to grow each of the business sectors more conservatively. Corning’s joint venture with Ciba-Geigy is a good example of capability complementation. Both companies have complementary products and they both benefit from their strategic alliance in the medical diagnostics industry. While there is concern about the $40 million...
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...my best friends old house, and having this horrible feeling fall over my whole body. About an hour before all this happened I remember my dad’s phone ringing, he was asleep in his recliner, so I looked at who was calling, it was Ciba. I remember shaking my dad to wake him up telling him that Ciba was calling but he said he would just call him later. He didn’t know that he would never get the chance. My parents told me to watch my sister and that they would be right back, they were just going to run to Ciba’s house to make sure everything was okay and that one of his buildings probably just caught on fire. I waited up for an hour waiting for them to come home, and they didn’t. My sister ran into my room late at night yelling for me to wake up because Ciba was dead and Jamie was missing....
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...What was the most interesting quote or passage in the chapter and why? I found the most interesting passage to be when Sprunt had climbed the Ciba-Geigy water tower but instead of a confrontation, he was “offered lunch”. Given that Sprunt was trespassing and legally in the wrong, I would have expected Ciba-Geigy to order him to come down. However, it is possible Sprunt was not forced down due to the dangerous conditions that could have resulted in injury. Not forcing Sprunt to come down was one of the first times Toms River Chemical seemed to actually care about people’s safety; probably because media outlets were watching their every move. 2. What is one new thing you learned from reading this chapter? I learned about the environmental group...
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...Embryonic Stem Cell Research In 1998, the world was introduced to the start of embryonic stem cell research. It has since been the topic of a heated debate between politicians, religious figures, ethicists, theologians and scientists. It raises the question of whether or not the ends justify the means. Many people seem to have a different answer to this question but the overall response from a Catholic position, from an individual and Catholic Church standpoint is loud and clear: embryonic stem cell research is immoral. The sanctity of life is held in high regard in the Catholic tradition, therefore making embryonic stem cell research morally wrong. To justify this, it is important to consider whether or not an embryo is a human from perspectives that are for and against this research, and their justifications. Whilst there is no united Catholic view, drawing from traditional ethics and Catholic principles can give an estimate of the overall Catholic perspective on the treatment of human embryos as opposed to the foreseen medical benefits on the other end of the spectrum. In a broad sense, the use of human embryos is unjustifiable and wrong in the eyes of the Catholic community, no matter how promising the benefits are as it involves the killing of an embryo, and thus by extension, can be regarded as murder. “We value the preciousness of life…as far as IVF embryos are concerned, those who have the responsibility make those decisions, have already made an important ethical decision…the...
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...Sunglasses After the onset of 1990s with the opening up of the Indian markets to foreign companies, one of the several products which gained prominence was sunglasses. The credit for enlivening the Indian market must go to the global player, Bausch & Lomb (B&L), the producer of the global brand, Ray Ban. There did exist an Indian market, fairly large. But this was limited basically to low-end or medium range products. Small quantities of high-end glasses were imported. In the recent years several others like Safilo of Italy, Ciba Vision, Johnson & Johnson have entered the market. The total market, estimated at around 4.0 mn pairs in 1990-91 had expanded to a little over 12 mn pairs in 2003-04. The organised segment, constituted of the branded ones, claims a 25% share. The small players are still very active in the lower end of the market. Bausch & Lomb, the Rochester-based American visioncare enterprise for contact lenses and other lens and eye-care products and eye-care solutions established a manufacturing base at Bhiwadi in Rajasthan and commenced production in 1993. This marked the foray of MNCs into the production of sunglasses, contact lenses, spectacle frames and lenscare solutions. B&L was originally formed as a joint venture company with equal equity participation from Montari Industries, an Indian group and Bausch & Lomb of the US. Montari Industries pulled out of this venture. The company landed into rough weather and within first four years it accumulated...
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...ASSIGNMENT ON OPERATION RESEARCH ( FIN – 3104 ) 3RD YEAR , 1ST SEMESTER BBA – 3RD BATCH DEPARTMENT OF FINANCE JAGANNATH UNIVERSITY TOPIC Quantitative Analysis for Optimization : Using Linear Programming & Transportation Problem Group Name Name & ID No. of the Group Members: |Sl. No. |Name |ID No. | | | | | |01 |Suman Chandra Mandal (Group Leader) |091557 | | |Md. Nahid Islam |091604 | |02 | | | | | | | |03 |Mahbuba Mehreen |091619 ...
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...Chapter 15 Managing International Information Systems Teaching Objectives Students should be able to answer the following questions: 1. What are the major factors driving the internationalization of business? 2. What strategies are available for developing international business? 3. How can information systems support the various international business strategies? 4. What issues should managers address when developing international information systems? 5. What technical alternatives are available for developing global systems? Key Terms The following alphabetical list identifies the key terms discussed in this chapter. The page number for each key term is provided. |Business driver, 499 |International information systems architecture, 499 | |Cooptation, 508 |Legitimacy, 510 | |Core systems, 506 |Multinational, 504 | |Domestic exporter, 503 |Particularism, 502 | |Franchiser, 504 |Transborder data flow, 502 | |Global culture, 500 |Transnational, 504...
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...The Pharmaceutical Industry 1. Origins and Evolution The modern pharmaceutical industry is a highly competitive non-assembled1 global industry. Its origins can be traced back to the nascent chemical industry of the late nineteenth century in the Upper Rhine Valley near Basel, Switzerland when dyestuffs were found to have antiseptic properties. A host of modern pharmaceutical companies all started out as Rhine-based family dyestuff and chemical companies e.g. Hoffman-La Roche, Sandoz, Ciba-Geigy (the product of a merger between Ciba and Geigy), Novartis2 etc. Most are still going strong today3. Over time many of these chemical companies moved into the production of pharmaceuticals and other synthetic chemicals and they gradually evolved into global players. The introduction and success of penicillin in the early forties and the relative success of other innovative drugs, institutionalized research and development (R&D) efforts in the industry 4. The industry expanded rapidly in the sixties, benefiting from new discoveries and a lax regulatory environment. During this period healthcare spending boomed as global economies prospered. The industry witnessed major developments in the seventies with the introduction of tighter regulatory controls, especially with the introduction of regulations governing the manufacture of ‘generics’5. The new regulations revoked permanent patents and established fixed periods on patent protection for branded products, a result of...
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...HR Practices in Novartis Bangladesh Contents Executive Summary .................................................................................................................................... 2 Introduction ................................................................................................................................................. 3 Company Background .............................................................................................................................. 3 Mission...................................................................................................................................................... 4 Vision ........................................................................................................................................................ 4 Methodology ................................................................................................................................................ 4 Recruitment ................................................................................................................................................. 5 Selection ....................................................................................................................................................... 6 Basic stages of selection ........................................................................................................................... 6 Tests Measures ...........
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...RESUME Manguirish Pai Raiker Chairman, RCPR School of Agriculture at Savoi Verem in Goa.India. Education: Post Graduate in Management and Law Bombay University, Bombay Bachelor in Science Bombay University, Bombay Finance and HR Certificate course Profession: Chairman and Managing Director of Brown Packaging Systems Pvt. Ltd. Director ,S. R. Consultancy Service (A consultancy firm responsible for setting of number of eco-friendly high technical, state of art projects) Other Professional Activities: Has been Hon. Director, MSSIDC, Maharashtra, GHRSSIDC,GOAIDC,etc. Manager - Logistics, Hindustan Ciba-Geigy First generation entrepreneur, Started with Accumulator Manufacturing Company. Visiting Faculty to management colleges, conducted various Trainings/workshops program on VAT in various States in India, Trained SAARC Academy members in India and other SAARC countries, and for ZDH-Sequa in Germany .Was Guest speaker: Growth of Indian Economy, Krakow University, Poland as well as other countries where He was invited to talk. Publications/Authorship: -A Guide to Goa VAT -A Comprehensive Book on Goa VAT -Effective Management of an Organization Awards and Honors: National Award for Excellence in Entrepreneurship from President of India in 1988 Manager of the year Award 2002, Goa Management Association Awards from Giants International, The Navhind...
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...msm clckwckmfc wc wc s sklcmwdofnmwmcskcsxlc,womcwmcslx sxxkcmldddddddddddddkjdmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmCovers the history of portfolio planning at CIBA-GEIGY, a leading Swiss chemical and pharmaceutical company, beginning with the introduction of the process in the mid-1980s. The discussion extends to the application of portfolio planning techniques to a specific investment proposal: the comprehensive modernization of a plant dedicated to the production of high-quality specialty pigmeEXAMPLE: The development of SMEs in the Eastern European countries during the first years of the transition period was difficult and they had to take of work as long as it brought money into a company. The subsequent rapid growth also offered multiple opportunities and the companies made full use of them. Thus, over 70% of Bulgarian companies, for example, had a portfolio that wasn´t related to a defined business strategy and vision for long term development, and its structure reflected the market situation. However, to stay competitive, small companies in all EU countries have had to re-think and optimize their activities; they have to search for new opportunities for their development. That is why they are being forced to create or update their strategy for the future development of the business, based on the prevailing conditions. The assessment of the products and services, offered by the company...
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