Report on Business: Pfizer Inc.
Executive Summary
Pfizer has a long history in the biopharmaceutical industry, and a lengthy list of mergers and acquisitions. It has vast experience in creating lasting partnerships in the research and development, manufacturing, distributing, and marketing of its products. Pfizer seeks to improve the health of people everywhere through education and by making medications more accessible, which translates into better health beyond just the people it would employ here. Although there are risks such as potential job loss and environmental factors, the benefits outweigh these risks, and therefore it is recommended to allow Pfizer to set up operations in this country.
Company Description
Pfizer Inc. began operations in 1849 and has become the largest company specializing in biopharmaceuticals.It has operations in over 150 countries, with its headquarters located in New York, New York, USA. Pfizer employs more than 91,500 people and earned nearly $59 billion in 2012 revenues (Mergent, 2013). Operating in the pharmaceutical industry, it carries out the research, development,production,and marketing of goodssuch as over-the-counter and prescription medicines, vaccines, and consumer healthcare products. Advil, Lyrica, Lipitor, Celebrex, Viagra, and Prevnar are just a few of the blockbuster name brands made at Pfizer (Pfizer Inc., 2013).It recently divided its operations into three units, Primary Care, Specialty Care & Oncology, and Emerging Markets & Established Products, dropping the Animal Health and the Nutrition units through sales to Zoetis and Nestlé respectively (Staton, 2013). The Emerging Markets unitenables Pfizer’s vaccines and other medicines to reach developing countries, while Established Products handle the drugsthat have or will soon lose patent protection, as well as medicines acquired through licensing(Pfizer, 2013). Although revenues have been decreasing asa direct result of patents expiring, net profit is again increasing(Mergent, 2013) and appears to be stable in 2013 (U.S. Securities and Exchange Commission, 2013). Recent Income Statements and Revenues for the top-ten biopharmaceutical products can be viewed in Appendix A. Pfizer recently merged with the only remaining division of Wyeth, in India (Reuters, 2013); the original merger occurred in 2009 and led to the 2010 announcement that eight plants would be shut down in an effort to remain competitive and to prevent price increases (TopNews, 2010).
Company’s International Strategy
Pfizer grew the business internationally through mergers, acquisitions, and partnerships, which led to it being the world’s leading biopharmaceutical company. It has 100% ownership of all its numerous subsidiaries andmaintains operations in countries where it has acquired established companies that can continue to contribute to the growth of the business(Mergent, 2013). Its international strategy is closest to a transnational strategy due to the high costs of rese ...
Pfizer is facing significant challenges as many of its blockbuster drug patents expire in the coming years. This will open the door for cheaper generic competition that will eat into Pfizer's revenues. As CEO, I would [1] focus R&D on developing new blockbuster drugs to replace revenue losses, [2] look for strategic acquisitions of companies with promising drug pipelines, and [3] strengthen Pfizer's portfolio of treatments for chronic diseases to take advantage of demographic trends. With successful execution of these strategies, Pfizer could remain the world's most valued pharmaceutical company.
Pfizer is a large pharmaceutical company headquartered in New York. The company focuses on research and development in key therapeutic areas like immunology, oncology, and vaccines. Pfizer has seen increasing stock prices and profits over the past 5 years. The analyst recommends buying Pfizer stock as the company has a promising drug pipeline that could produce revolutionary new drugs and cause the stock price to rise substantially.
Pfizer Inc. is the world's largest pharmaceutical company with global operations in over 79 locations. The company applies science and resources to develop therapies that improve lives. Pfizer divides its business into innovative pharmaceuticals, vaccines and consumer healthcare. Key products include Prevnar/Prevenar 13, Lyrica, and Viagra. While facing competition from generic drugs and facing high barriers to entry, Pfizer maintains a leading market position through a diverse portfolio and strong brand recognition.
This document provides a business plan for a new pharmaceutical company called NEWTech Advant. The plan includes a situation analysis of the pharmaceutical market, noting trends like an aging population and increased regulation. It outlines NEWTech Advant's goals of improving existing drugs and discovering new ones. The marketing strategy discusses targeting physicians and patients aged 45+, and increasing market share through advertising. Financial objectives include achieving profitability in three years. The plan also analyzes strengths, weaknesses, opportunities and threats for the new company.
This document provides a business report on Pfizer Inc. prepared by Aileen Marshall. It includes an executive summary analyzing Pfizer's position in the pharmaceutical market. It then gives a company snapshot of Pfizer, including key facts, products, acquisitions and financial performance. Finally, it begins an analysis of Pfizer's current position using a PEST analysis and SWOT analysis to examine political, economic, social, technical, strengths, weaknesses, opportunities and threats facing the company.
Managers in the pharmaceutical industry face both opportunities and threats due to a dynamic environment. Demand for pharmaceuticals has grown steadily for decades due to demographics and successful new drugs can be highly profitable. However, developing new drugs takes 10-15 years and costs $800 million on average, with many failing. Additionally, incumbent firms face challenges such as upcoming patent expirations, potential price controls, and reduced prices negotiated by large health providers.
This document discusses Dr. Reddy's Laboratories, an Indian pharmaceutical company founded in 1984. It operates in three segments: global generics, pharmaceutical services and active ingredients, and proprietary products. The global generics segment produces generic drugs, while the proprietary products segment focuses on developing differentiated formulations and new chemical entities in areas like dermatology and neurology. The document also outlines Dr. Reddy's vision, values, an analysis of Porter's five forces in the pharmaceutical industry, and opportunities and threats facing the company.
Pharmaceutical Industry Global & Indianprateek_floyd
The document discusses the global pharmaceutical industry. It provides data showing steady growth in global pharmaceutical sales from 2003-2012, with the US market accounting for the largest share. The top 10 pharmaceutical companies are also listed. R&D spending and trends in major markets like the US, Europe, and Japan are examined. Details are also provided about the large and growing pharmaceutical industries in India and their competitive advantages in generics manufacturing.
Pfizer is facing significant challenges as many of its blockbuster drug patents expire in the coming years. This will open the door for cheaper generic competition that will eat into Pfizer's revenues. As CEO, I would [1] focus R&D on developing new blockbuster drugs to replace revenue losses, [2] look for strategic acquisitions of companies with promising drug pipelines, and [3] strengthen Pfizer's portfolio of treatments for chronic diseases to take advantage of demographic trends. With successful execution of these strategies, Pfizer could remain the world's most valued pharmaceutical company.
Pfizer is a large pharmaceutical company headquartered in New York. The company focuses on research and development in key therapeutic areas like immunology, oncology, and vaccines. Pfizer has seen increasing stock prices and profits over the past 5 years. The analyst recommends buying Pfizer stock as the company has a promising drug pipeline that could produce revolutionary new drugs and cause the stock price to rise substantially.
Pfizer Inc. is the world's largest pharmaceutical company with global operations in over 79 locations. The company applies science and resources to develop therapies that improve lives. Pfizer divides its business into innovative pharmaceuticals, vaccines and consumer healthcare. Key products include Prevnar/Prevenar 13, Lyrica, and Viagra. While facing competition from generic drugs and facing high barriers to entry, Pfizer maintains a leading market position through a diverse portfolio and strong brand recognition.
This document provides a business plan for a new pharmaceutical company called NEWTech Advant. The plan includes a situation analysis of the pharmaceutical market, noting trends like an aging population and increased regulation. It outlines NEWTech Advant's goals of improving existing drugs and discovering new ones. The marketing strategy discusses targeting physicians and patients aged 45+, and increasing market share through advertising. Financial objectives include achieving profitability in three years. The plan also analyzes strengths, weaknesses, opportunities and threats for the new company.
This document provides a business report on Pfizer Inc. prepared by Aileen Marshall. It includes an executive summary analyzing Pfizer's position in the pharmaceutical market. It then gives a company snapshot of Pfizer, including key facts, products, acquisitions and financial performance. Finally, it begins an analysis of Pfizer's current position using a PEST analysis and SWOT analysis to examine political, economic, social, technical, strengths, weaknesses, opportunities and threats facing the company.
Managers in the pharmaceutical industry face both opportunities and threats due to a dynamic environment. Demand for pharmaceuticals has grown steadily for decades due to demographics and successful new drugs can be highly profitable. However, developing new drugs takes 10-15 years and costs $800 million on average, with many failing. Additionally, incumbent firms face challenges such as upcoming patent expirations, potential price controls, and reduced prices negotiated by large health providers.
This document discusses Dr. Reddy's Laboratories, an Indian pharmaceutical company founded in 1984. It operates in three segments: global generics, pharmaceutical services and active ingredients, and proprietary products. The global generics segment produces generic drugs, while the proprietary products segment focuses on developing differentiated formulations and new chemical entities in areas like dermatology and neurology. The document also outlines Dr. Reddy's vision, values, an analysis of Porter's five forces in the pharmaceutical industry, and opportunities and threats facing the company.
Pharmaceutical Industry Global & Indianprateek_floyd
The document discusses the global pharmaceutical industry. It provides data showing steady growth in global pharmaceutical sales from 2003-2012, with the US market accounting for the largest share. The top 10 pharmaceutical companies are also listed. R&D spending and trends in major markets like the US, Europe, and Japan are examined. Details are also provided about the large and growing pharmaceutical industries in India and their competitive advantages in generics manufacturing.
Momenta Pharmaceuticals is a biotechnology company focused on developing generic versions of complex drugs and biosimilars. It has one approved product, a generic version of Lovenox, and received approval for a generic version of Copaxone in 2015. The company partners with larger drug manufacturers for commercialization who obtain marketing approval. Momenta earns revenue through profit sharing, royalties, licensing fees, and research services. It has a pipeline of 10 drug candidates and sees its partnership with MIT and proprietary sequencing technology as competitive advantages. Historically the company has experienced fluctuating revenues and losses as it funds research and development but maintains liquidity through investments in market securities.
The healthcare ecosystem is rapidly changing as it transitions to Pharma 3.0. In the past year, pharmaceutical companies have expanded their Pharma 3.0 initiatives by 78%, with nearly half of all initiatives launched in 2010 alone. However, pharmaceutical companies are still investing much less in Pharma 3.0 business model innovation than non-traditional players, who have invested an estimated $20 billion. The ecosystem has also grown more complex, as initiatives have expanded across more disease areas, technologies, and stages of care. The rapid rise of mobile health apps, especially smartphone apps, has been a major driver of new Pharma 3.0 initiatives. However, pharmaceutical investment in Pharma 3.0 remains far below what is needed
The document provides an overview of the global and Indian pharmaceutical industries. It discusses key metrics like global sales, R&D spending, mergers and acquisitions, and future projections. The global pharmaceutical market experienced slow growth in 2012 due to many blockbuster drug patents expiring, but sales are expected to steadily increase to $895 billion by 2018. The Indian pharmaceutical market is also growing, driven by factors like increasing demand from emerging markets, greater acceptance of medical treatment, and a growing elderly population in India.
Pfizer strategy for internationalizationAamir chouhan
This document provides an overview of Pfizer, a global pharmaceutical company. It discusses Pfizer's vision, mission, strategic moves, organizational structure, and key financial metrics. Pfizer discovers, develops, and markets prescription medicines for humans and animals. It has grown through acquisitions and partnerships, and restructured in 2014 to focus on innovative pharmaceuticals, vaccines, and consumer healthcare. Pfizer faces challenges from patent expirations and increasing costs of drug development.
The Indian pharmaceutical industry has grown tremendously over the past few decades from being almost non-existent to meeting nearly 95% of the country's pharmaceutical needs. It is now self-reliant in terms of production capabilities across a wide range of medicines. The industry is highly fragmented with over 20,000 registered units and is characterized by intense price competition and government price controls. Exports have also increased significantly and are expected to surpass domestic sales in the coming years, driven primarily by growth in formulation exports. India also has the most FDA-approved manufacturing facilities outside of the US, positioning it as an important supplier for the global pharmaceutical market.
A Know-How Guide to Acquire & Invest in Indian Pharmaceutical Industry.
How can US Pharma Majors gain a sustainable competitive edge in the hyper-competitive market?
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
The pharmaceutical industry in India is the third largest in the world by volume. It has grown significantly since the 1960s and now holds a market share of $14 billion in the US. Exports of pharmaceutical products from India have grown at a compound annual rate of 21.25% between 2006-07 and 2008-09. Ranbaxy Laboratories is a major Indian pharmaceutical company with global sales of over $1 billion in 2006. It has manufacturing facilities in several countries and markets drugs in over 125 countries. The Indian pharmaceutical industry is poised for continued growth and increasing global market share in the coming years.
Impax provides an overview of its growth strategy, operations, generic and branded businesses, and 2014 financial outlook. The company's growth strategy focuses on internal and external R&D opportunities, M&A, and business development to drive revenue growth. Key generic products launched in 2013 include oxymorphone ER and authorized generics of Zomig and Trilipix. The branded pipeline includes RYTARY for Parkinson's disease and a bupivacaine patch for postherpetic neuralgia. For 2014, Impax forecasts adjusted gross margins in the low 50% range and expenses of $82-88M for generic R&D and $36-39M for branded R&D.
1. The document analyzes Pfizer's internal and external environments using various matrices to identify strengths, weaknesses, opportunities, and threats. It also outlines key assumptions made in the analysis.
2. The internal factor evaluation matrix finds Pfizer has strengths in brand recognition and R&D capabilities, but also faces challenges from generic competition and regulatory hurdles.
3. The competitive profile matrix shows Pfizer leads competitors in several factors but still has room for improvement. Overall, the analysis seeks to help Pfizer enhance its competitiveness and sustainability in the pharmaceutical industry.
Hypermarcas provides a 3-quarter financial and operational presentation covering its branded pharmaceutical business in Brazil. The document discusses the company's forward-looking statements and disclaimer, agenda for the presentation, an overview of the Brazilian pharmaceutical market and Hypermarcas' business within it. Financial information is presented for both pre- and post-acquisition periods, though specifics are not provided in the document summary.
May 2015 Edition of BEACON, A Monthly Newsletter by SIMCON.
Inside this issue:
About Us
Our Team
INDUSTRY ANALYSIS : Pharmaceutical Industry
COMPANY ANALYSIS : Sun Pharma
BRAND ANALYSIS : Kellogg's
Concept of the month
GlaxoSmithKline (GSK) is a leading multinational healthcare company that has operated in Bangladesh for years. It focuses on developing, manufacturing, and commercializing pharmaceutical and consumer health products. GSK has leadership positions in several major therapeutic areas. Internally, GSK aims to create an engaging work environment for employees. It emphasizes learning, experience, and achieving business objectives. Externally, the pharmaceutical industry in Bangladesh is growing due to rising healthcare spending and support from the government. However, the industry also faces competition from local companies and other multinationals like GSK.
Generics Threats And Opportunities: Mounting an Effective Defense Strategy ...Eularis
After years of relatively easy blockbuster profits, worldwide respect and investment, and loyal customer bases, branded pharmaceutical companies are in trouble, increasingly vulnerable to the threats posed by the competition.
And who is that competition? It’s not other branded companies any more. Generics have emerged as the primary challenger to pharmaceutical industry success, offering a public hungry for medications and reduced costs exactly what they want and need. Generics have exploded in the last decades, and are poised for even bigger growth.
The situation is grim. It can seem like pharmaceutical companies have no recourse in the face of the lower prices and operating costs of the generics industry, and fortunes will only continue to fade.
But options do exist for pharmaceutical companies to mount an effective defense strategy against the threats posed by generics.
In this report, we examine some of these defensive strategies. We analyze the environment for pharmaceuticals today, as well as the generic industry as a whole.
We describe the pros and cons of legal defensive strategies, as well as opportunities to expand the revenue-generating product life cycle into reformulations and over-the-counter medications.
We look at pricing strategies, as well as company organizational changes as part of an integrated defense strategy.
And to help companies make tough decisions about the best defense, we examine powerful analytics techniques and case studies.
Dplo investor presentation credit suisse nov 14DiplomatIR
This document contains a 3-paragraph summary of Diplomat Pharmacy, Inc. presented at the Credit Suisse Healthcare Conference in November 2014:
1) Diplomat is the largest independent specialty pharmacy in the US, with $2 billion in revenue and a diversified customer base including Express Scripts, CVS Health, and Walgreens.
2) Diplomat has a highly experienced management team with extensive pharmacy experience and a proven track record of growing the business through strategic acquisitions and partnerships.
3) Specialty pharmacy is a high growth industry driven by new drug launches and treatments for rare diseases, and Diplomat is well-positioned for growth through exclusive drug distribution agreements and
Johnson & Johnson is a large healthcare company with a history of 10% annual earnings growth. To maintain growth, the company must create $4 billion in new business each year. William Weldon leads efforts to foster collaboration between business units and drive innovation through combining drugs, devices, and diagnostics. However, maintaining growth is challenging as some major drugs face competition and acquisitions are difficult to integrate. Weldon works to improve cooperation and create breakthrough innovations to sustain the company's success.
Our e-poster presented at the 9th Annual European Pharma Congress June 26-28, 2017 Madrid, Spain. Gain “ear-on-ground” knowledge on key drivers of big five pharma financial portfolios.
Independent assessment of investment worth based on unbiased analyst pool was presented in this e-poster in an easy reading format for rapid distillation of information
Ethical Case Study 2Gloria is a housekeeper in an independent li.docxdebishakespeare
Ethical Case Study 2
Gloria is a housekeeper in an independent living community. While walking through a hallway, she noticed the door of a resident’s apartment was left open, which was unusual. She stepped in to check on Louis, and quickly realized that he was on the phone in his living room. As she turned to leave, she over heard him saying that he had stopped taking all of his medications because he was ready to die. She could tell that the person that he was speaking with was trying to reason with him. Gloria knows that Louis has a very loving and involved daughter that visits him every Saturday. She left the room determined that she would tell his daughter what she heard when she saw her on Saturday.
You have to answer all the questions below
What issues are facing Gloria? Discuss the possible ethical principles at play and your recommendation to Gloria.
Hint: Confidentiality, Beneficence, Self-determination
.
Ethical consideration is important in nursing practice, especial.docxdebishakespeare
The document discusses the importance of considering a patient's ethnic and cultural background when providing nursing care, especially for patients with type 2 diabetes. It describes a Hispanic patient who was hospitalized for complications of type 2 diabetes and a chronic foot ulcer. His cultural beliefs about diabetes and fatalism impacted his self-management. The nurse considered his ethnicity and ensured culturally competent care by understanding his perspectives on diabetes causation and remedies.
More Related Content
Similar to Report on Business Pfizer Inc.Executive Summa.docx
Momenta Pharmaceuticals is a biotechnology company focused on developing generic versions of complex drugs and biosimilars. It has one approved product, a generic version of Lovenox, and received approval for a generic version of Copaxone in 2015. The company partners with larger drug manufacturers for commercialization who obtain marketing approval. Momenta earns revenue through profit sharing, royalties, licensing fees, and research services. It has a pipeline of 10 drug candidates and sees its partnership with MIT and proprietary sequencing technology as competitive advantages. Historically the company has experienced fluctuating revenues and losses as it funds research and development but maintains liquidity through investments in market securities.
The healthcare ecosystem is rapidly changing as it transitions to Pharma 3.0. In the past year, pharmaceutical companies have expanded their Pharma 3.0 initiatives by 78%, with nearly half of all initiatives launched in 2010 alone. However, pharmaceutical companies are still investing much less in Pharma 3.0 business model innovation than non-traditional players, who have invested an estimated $20 billion. The ecosystem has also grown more complex, as initiatives have expanded across more disease areas, technologies, and stages of care. The rapid rise of mobile health apps, especially smartphone apps, has been a major driver of new Pharma 3.0 initiatives. However, pharmaceutical investment in Pharma 3.0 remains far below what is needed
The document provides an overview of the global and Indian pharmaceutical industries. It discusses key metrics like global sales, R&D spending, mergers and acquisitions, and future projections. The global pharmaceutical market experienced slow growth in 2012 due to many blockbuster drug patents expiring, but sales are expected to steadily increase to $895 billion by 2018. The Indian pharmaceutical market is also growing, driven by factors like increasing demand from emerging markets, greater acceptance of medical treatment, and a growing elderly population in India.
Pfizer strategy for internationalizationAamir chouhan
This document provides an overview of Pfizer, a global pharmaceutical company. It discusses Pfizer's vision, mission, strategic moves, organizational structure, and key financial metrics. Pfizer discovers, develops, and markets prescription medicines for humans and animals. It has grown through acquisitions and partnerships, and restructured in 2014 to focus on innovative pharmaceuticals, vaccines, and consumer healthcare. Pfizer faces challenges from patent expirations and increasing costs of drug development.
The Indian pharmaceutical industry has grown tremendously over the past few decades from being almost non-existent to meeting nearly 95% of the country's pharmaceutical needs. It is now self-reliant in terms of production capabilities across a wide range of medicines. The industry is highly fragmented with over 20,000 registered units and is characterized by intense price competition and government price controls. Exports have also increased significantly and are expected to surpass domestic sales in the coming years, driven primarily by growth in formulation exports. India also has the most FDA-approved manufacturing facilities outside of the US, positioning it as an important supplier for the global pharmaceutical market.
A Know-How Guide to Acquire & Invest in Indian Pharmaceutical Industry.
How can US Pharma Majors gain a sustainable competitive edge in the hyper-competitive market?
Pre-Launch Planning: Priming Your Pharma Brand For Profit And Success (mini)Eularis
In today’s environment, Pharmaceutical companies find themselves in a bind. Until recently, if drugs made over $500 Million in annual revenue within 3 to 5 years of launch, they were considered hugely successful. They were a support to an extensive company portfolio and a component of greater company profit.
However, things have changed. The standards for a successful drug have become much higher and much more dangerous. With so many revenue-producing drugs going off patent, companies are facing large holes in their balance sheets and sales that are increasingly slow.
Plus, with the stakes high and available funds low, pipelines are drying up. Add to this the closer scrutiny of safety issues, the rise of Generics, slower physician acceptance and adoption of new therapies, and the Pharma Industry is in trouble.
More and more, companies are expecting marketers to be instrumental at the key moment of launch, and marketers are under extreme pressure. To deliver on the high hopes of Pharmaceutical brand launch, companies must engage in comprehensive pre-launch planning.
In this report we analyze why launch is increasingly important, the issues involved in pre-launch planning, including key organizational strategies, marketing tactics, regulatory considerations, global issues, and methods for ensuring the most effective plans.
The pharmaceutical industry in India is the third largest in the world by volume. It has grown significantly since the 1960s and now holds a market share of $14 billion in the US. Exports of pharmaceutical products from India have grown at a compound annual rate of 21.25% between 2006-07 and 2008-09. Ranbaxy Laboratories is a major Indian pharmaceutical company with global sales of over $1 billion in 2006. It has manufacturing facilities in several countries and markets drugs in over 125 countries. The Indian pharmaceutical industry is poised for continued growth and increasing global market share in the coming years.
Impax provides an overview of its growth strategy, operations, generic and branded businesses, and 2014 financial outlook. The company's growth strategy focuses on internal and external R&D opportunities, M&A, and business development to drive revenue growth. Key generic products launched in 2013 include oxymorphone ER and authorized generics of Zomig and Trilipix. The branded pipeline includes RYTARY for Parkinson's disease and a bupivacaine patch for postherpetic neuralgia. For 2014, Impax forecasts adjusted gross margins in the low 50% range and expenses of $82-88M for generic R&D and $36-39M for branded R&D.
1. The document analyzes Pfizer's internal and external environments using various matrices to identify strengths, weaknesses, opportunities, and threats. It also outlines key assumptions made in the analysis.
2. The internal factor evaluation matrix finds Pfizer has strengths in brand recognition and R&D capabilities, but also faces challenges from generic competition and regulatory hurdles.
3. The competitive profile matrix shows Pfizer leads competitors in several factors but still has room for improvement. Overall, the analysis seeks to help Pfizer enhance its competitiveness and sustainability in the pharmaceutical industry.
Hypermarcas provides a 3-quarter financial and operational presentation covering its branded pharmaceutical business in Brazil. The document discusses the company's forward-looking statements and disclaimer, agenda for the presentation, an overview of the Brazilian pharmaceutical market and Hypermarcas' business within it. Financial information is presented for both pre- and post-acquisition periods, though specifics are not provided in the document summary.
May 2015 Edition of BEACON, A Monthly Newsletter by SIMCON.
Inside this issue:
About Us
Our Team
INDUSTRY ANALYSIS : Pharmaceutical Industry
COMPANY ANALYSIS : Sun Pharma
BRAND ANALYSIS : Kellogg's
Concept of the month
GlaxoSmithKline (GSK) is a leading multinational healthcare company that has operated in Bangladesh for years. It focuses on developing, manufacturing, and commercializing pharmaceutical and consumer health products. GSK has leadership positions in several major therapeutic areas. Internally, GSK aims to create an engaging work environment for employees. It emphasizes learning, experience, and achieving business objectives. Externally, the pharmaceutical industry in Bangladesh is growing due to rising healthcare spending and support from the government. However, the industry also faces competition from local companies and other multinationals like GSK.
Generics Threats And Opportunities: Mounting an Effective Defense Strategy ...Eularis
After years of relatively easy blockbuster profits, worldwide respect and investment, and loyal customer bases, branded pharmaceutical companies are in trouble, increasingly vulnerable to the threats posed by the competition.
And who is that competition? It’s not other branded companies any more. Generics have emerged as the primary challenger to pharmaceutical industry success, offering a public hungry for medications and reduced costs exactly what they want and need. Generics have exploded in the last decades, and are poised for even bigger growth.
The situation is grim. It can seem like pharmaceutical companies have no recourse in the face of the lower prices and operating costs of the generics industry, and fortunes will only continue to fade.
But options do exist for pharmaceutical companies to mount an effective defense strategy against the threats posed by generics.
In this report, we examine some of these defensive strategies. We analyze the environment for pharmaceuticals today, as well as the generic industry as a whole.
We describe the pros and cons of legal defensive strategies, as well as opportunities to expand the revenue-generating product life cycle into reformulations and over-the-counter medications.
We look at pricing strategies, as well as company organizational changes as part of an integrated defense strategy.
And to help companies make tough decisions about the best defense, we examine powerful analytics techniques and case studies.
Dplo investor presentation credit suisse nov 14DiplomatIR
This document contains a 3-paragraph summary of Diplomat Pharmacy, Inc. presented at the Credit Suisse Healthcare Conference in November 2014:
1) Diplomat is the largest independent specialty pharmacy in the US, with $2 billion in revenue and a diversified customer base including Express Scripts, CVS Health, and Walgreens.
2) Diplomat has a highly experienced management team with extensive pharmacy experience and a proven track record of growing the business through strategic acquisitions and partnerships.
3) Specialty pharmacy is a high growth industry driven by new drug launches and treatments for rare diseases, and Diplomat is well-positioned for growth through exclusive drug distribution agreements and
Johnson & Johnson is a large healthcare company with a history of 10% annual earnings growth. To maintain growth, the company must create $4 billion in new business each year. William Weldon leads efforts to foster collaboration between business units and drive innovation through combining drugs, devices, and diagnostics. However, maintaining growth is challenging as some major drugs face competition and acquisitions are difficult to integrate. Weldon works to improve cooperation and create breakthrough innovations to sustain the company's success.
Our e-poster presented at the 9th Annual European Pharma Congress June 26-28, 2017 Madrid, Spain. Gain “ear-on-ground” knowledge on key drivers of big five pharma financial portfolios.
Independent assessment of investment worth based on unbiased analyst pool was presented in this e-poster in an easy reading format for rapid distillation of information
Ethical Case Study 2Gloria is a housekeeper in an independent li.docxdebishakespeare
Ethical Case Study 2
Gloria is a housekeeper in an independent living community. While walking through a hallway, she noticed the door of a resident’s apartment was left open, which was unusual. She stepped in to check on Louis, and quickly realized that he was on the phone in his living room. As she turned to leave, she over heard him saying that he had stopped taking all of his medications because he was ready to die. She could tell that the person that he was speaking with was trying to reason with him. Gloria knows that Louis has a very loving and involved daughter that visits him every Saturday. She left the room determined that she would tell his daughter what she heard when she saw her on Saturday.
You have to answer all the questions below
What issues are facing Gloria? Discuss the possible ethical principles at play and your recommendation to Gloria.
Hint: Confidentiality, Beneficence, Self-determination
.
Ethical consideration is important in nursing practice, especial.docxdebishakespeare
The document discusses the importance of considering a patient's ethnic and cultural background when providing nursing care, especially for patients with type 2 diabetes. It describes a Hispanic patient who was hospitalized for complications of type 2 diabetes and a chronic foot ulcer. His cultural beliefs about diabetes and fatalism impacted his self-management. The nurse considered his ethnicity and ensured culturally competent care by understanding his perspectives on diabetes causation and remedies.
Ethical Competency Writing Assignment Description
PHI 108 Spring 2019
Dr. David M. DiQuattro
March 5, 2019
1 Basic Assignment Description
For your ethical competency writing assignment, you will write analyze a disagreement between two authors/viewpoints
that we discussed this semester. I am calling the assignment a critical disagreement analysis. Below I will
provide a number of examples of disagreements between the authors we discuss this semester. Your
paper will have the following components
1. Hone the disagreement
• I want you to start by taking my general statement of disagreement and providing your own clear specifics
that focus on particular claims or passages. Here you are taking my starting point, but providing your
own framing of the disagreement that will provide focus for your paper.
• You will hone your statement of the disagreement in a way that sets things up for the next parts of the
paper.
• For example:
– In number 2 below, you will identify a specific critique of Rawls from either Kittay or Noddings.
You need to explain where the disagreement is and set the stage for a fruitful dialogue to follow in
the paper.
• This part of the paper should be focused. You should discuss the two views in a way that sets the stage
for your objection and response.
• In the opening part of the paper you need to preview what is ahead - you may only write this part late
in the writing process, but you need to provide a clear preview of where the rest of the paper goes.
2. Provide the best objection from one point of view to another
• I want you to do more than just state the two sides of the issue in this paper. I want you to bring the
authors into dialogue. You will do this by articulating an objection to one position from the point of
view of the other, then responding to the objection.
– You want your objection to be more than just restating a point where the authors diagree. Here’s
what I mean by just restating, as an example:
1
Kant believes that there are absolute rules that should be followed without regard to conse-
quences. The strongest utilitarian objection to this is that Kant disregards the importance
of how an action affects overall happiness.
– The above is an example of what not to do. That way of stating things won’t get you far because
it is just a re-stating of a key difference between Kant and utilitarianism.
• You should look for an objection that raises a new question for the other point of view, or points out
an unforeseen implication of the view. In some way it should move discussion forward. I am not
asking you to discover something that has never been said about these issues. I just want
you to deepen your understanding of the two views by raising a serious objection to one
position, then responding to it.
– In some way the objection should force you to think in new ways about the position objected to.
• In this section you should explain as clearly as you can how the objection presents a proble.
Ethical Case StudyAn example of unethical treatment of participa.docxdebishakespeare
Ethical Case Study
An example of unethical treatment of participants was the Tuskegee syphilis experiment, who believed they were being treated for “bad blood”
“Bad blood”: A term used to describe problems like anemia, fatigue, and syphilis
Those in the control group were not given treatment for syphilis, and many died
Why would this research study not fall under the present ethical and legal restraint? Please support your answer with scholarly articles.
.
Ethical AwarenessDEFINITION a brief definition of the k.docxdebishakespeare
Ethical Awareness
DEFINITION
:
a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY
:
Summarize the article in your own words- this should be in the
150-200 word range
. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION
:
Using
300-350 words
, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to
add value by sharing your experiences, thoughts, and opinions
.
This is the most important part of the assignment.
REFERENCES
:
All references must be listed at the bottom of the submission--in APA format.
Please follow the above format, No Plagiarism, APA format, add citations and references.
.
ETHICAL CHALLENGES
JOYCAROLYNE MUIGAI
NTC/302
5/26/2020
INTRODUCTION
Ethics in business is mainly concerned with the good or bad actions and behaviors that often take place in the world of business
Ethical challenges have often resulted from lack of a clear and distinctive description of norms that ought to be used
Business ethics hence help economists to think productively along moral dimensions on matters regarding policy problems
Ethics could be a complex aspect in business as it influences all aspect of business as it provides the most adequate action that ought to be taken. Ethics causes huge conflicts as morality may not be clearly definitive and situations in many cases greatly vary (Nuseir & Ghandour, 2019).
2
Ethics in intellectual property
Intellectual property rights is a socio-economic tool that create some form of monopoly for firms to charge a price for their innovations
For many innovative firms, it is a timely and expensive to come up with new innovations for the market yet other competitors in the market will attempt to copy new design of products launched.
Firms have however, taken advantage of intellectual property rights by asking for high prices for products
Intellectual property rights are a tool that protects innovators from losing their innovations to counter-feighting firms in the market. However many have leveraged this property rights to put high prices on their products to maximize their profits from their innovations (Sonderholm, 2018).
3
Policy statement on Ethics in intellectual property
To ensure easy and right access of new innovated products, it is important to come up with an ethical way to reduce exploitation by firms.
Firms can take up he differential pricing strategy that has in the past been articulated to be of great influence and guarantees the firm’s profitability
Through differentia; pricing, the protected innovation can be offered at different prices based on the socio-economic demographics of the area. A product can be offered at a cheaper price at a low-earning area while it is offered at different price at a different location (Sonderholm, 2018).
4
Corruption index
Corruption is seen as legal complication that is often manifested in the absence of controls over power
Corruption in business could come in many ways but it is always some grease payment paid to expedite decision or transactions
Connection are as well viewed as to have an effect on business processes as they have a negative connotation regardless of their informality.
In many business ventures, corruption has been indicated to grow over time and is often seen in terms of exchange of favors for the sake of expedition of certain process to take a shorter time without necessarily having to undergo the require stipulated process (Samuel, 2019).
5
Policy statement in corruption index
Transparency is key in business processes hence all actions need to be accounted for
As a way to reduce the corruption index and subsequ.
Ethical Conduct of Researchpower point from this document, 1.docxdebishakespeare
Ethical Conduct of Research
power point from this document, 15 slides
Introduction
Depending on the context of the study, researchers often encounter ethical dilemmas that are associated with respect for privacy, establishment of honest and open interactions, and avoidance of misrepresentation. From an ethical standpoint, such challenging circumstances may surface if researchers are grappling with conflicting issues and have to choose between different methodological approaches in complex circumstances. In such circumstances, disagreements among different components including participants, researchers, researchers’ disciplines, the financing organization, and the society might be inevitable. Therefore, there are numerous ethical concerns that should be taken into account when undertaking studies that deal with human subjects. Understanding ethical principles can guide researchers to conduct studies that safeguard the wellbeing of human subjects.
Overview of the Research
In a research work titled
Resilience of People Living with HIV/AIDS in Indonesia: a Phenomenological Study
, Kumboyono et al. (2018) observe that HIV/ AIDS is among the most prevalent and expanding communicable diseases on the planet. The number of individuals who are diagnosed with HIV/AIDS continues to skyrocket every year in Indonesia and other parts of the world. According to Kumboyono et al. (2018), individuals who suffer from HIV/AIDS often plunge themselves into a series of crises, which indicate the challenges of living with the chronic pathological condition. As such, resilience is one distinct phenomenon that is common among persons living with the diseases Indonesia, a pattern that indicates the results of current health management and expectations of HIV/AIDS patients for better and improved health outcomes. In light of this concern, Kumboyono et al. (2018) undertook a study that sought to examine the mechanism of resilience in Indonesian people living with HIV/AIDS and the factors that influence their specific mechanisms.
Using qualitative phenomenological design, the researchers sampled a total of 27 people living with HIV/AIDS from a primary health care institution in Malang City, East Java, Indonesia. The participants were selected from different socioeconomic, gender, and sexual orientations. The researchers informed participants about the conduct and processes involved in the study, resulting in their consent to participate in the interview process. The findings of the study indicated that the diagnosis of HIV/AIDS reflects the onset of psychological and social distress. Moreover, Kumbomoyo et al. (2018) found that the spiritual response that follows diagnosis is a state that is characterized by crises. As a consequence, the coping strategies and understanding of life by HIV patients is a definite sign on resilience. Based on these findings, Kumbomoyo et al. (2018) infer that HIV/AIDS is a chronic infection that has the potential to induce the unique .
Ethical Approaches
An Overview of:
(1)Consequential,
(2) Nonconsequential, and
(3) Virtue Ethics Theories
What is Ethics?
Ethics is the study of those values that relate to our moral conduct,
including questions of good and evil, right and wrong, and moral responsibility.
Consequentialist Theoretical Approach:
-Consequentialist theories claim that the morality of an action depends only on its consequences.
-It only considers the result of actions and not principles or rules in determining morality.
1
Three (3) Types of Consequentialist Theories:
-Ethical Egoism argues that each person should act in his/her own self-interest.
-Act Utilitarianism argues that each person should act in a way that produces the greatest happiness
for everyone.
-Rule Utilitarianism argues that each person should follow rules that tend to produce the greatest
happiness for everyone.
Weaknesses of Consequentialist Theories
-Requires person to predict the future and all possible outcomes.
-Can easily be used to justify questionable actions (the ends justifies the means).
2
Nonconsequentialist Theoretical Approach:
Nonconsequentialist theories claim that the morality of an action depends on principles or other factors
that are not related to consequences.
Two (2) Types of Nonconsequentialist Theories:
-Divine command theory argues that we should obey the laws of God.
-Kant’s Categorical Imperative states that we should always act in a way that is based on reason, duty,
and would be considered ethical if everyone acted in the exact same way. Also, people should be
treated as an end and not as a means.
Weaknesses of Nonconsequentialist Theories: Self-Challenge Question:
Question: What might prove a problem in a country so diverse as the U.S. with regards to
Nonconsequentialist theories?
When you are ready check the expert’s response.
3
https://kapextmediassl-a.akamaihd.net/business/CS125/1902c/ethics_challenge_expert1.pdf
Virtue Ethics Theoretical Approach:
-Virtue ethics seeks to identify character traits of a moral person and develop those with the idea that the
virtuous person will act in a virtuous manner. It does not look to principles or consequences.
-Virtue ethics was developed among the ancient Greek philosophers such as Aristotle and the Chinese
teacher and philosopher Confucius.
-Virtue ethics enjoys modern support as an approach that avoids many of the problems with
Consequential and Nonconsequential ethical theories.
Weaknesses of Virtue Theory
-Difficulty in determining just which characteristics are virtues
-Justification for respecting a virtue usually brings one back to either consequences or principles.
-Difficulty in applying it to specific situations
4
Example of all Three Theoretical Ethical Approaches:
Scenario: The air quality in a particular city Y is so polluted, people are getting physically ill and are on .
Ethical and Professional Issues in Group PracticeThose who seek .docxdebishakespeare
Ethical and Professional Issues in Group Practice
Those who seek to be professional group leaders must be willing to examine both their ethical standards and their level of competence. Among the ethical issues treated in this chapter are the rights of group members, including informed consent and confidentiality; the psychological risks of groups; personal relationships with clients; socializing among members; the impact of the group leader’s values; addressing spiritual and religious values of group members; working effectively and ethically with diverse clients; and the uses and misuses of group techniques. In my opinion, a central ethical issue in group work pertains to the group leader’s competence. Special attention is given to ways of determining competence, professional training standards, and adjuncts to academic preparation of group counselors. Also highlighted are ethical issues involved in training group workers. The final section outlines issues of legal liability and malpractice.
As a responsible group practitioner, you are challenged to clarify your thinking about the ethical and professional issues discussed in this chapter. Although you are obligated to be familiar with, and bound by, the ethics codes of your professional organization, many of these codes offer only general guidelines. You will need to learn how to make ethical decisions in practical situations. The ethics codes provide a general framework from which to operate, but you must apply these principles to concrete cases. The Association for Specialists in Group Work’s (2008) “Best Practice Guidelines” is reproduced in the Student Manual that accompanies this textbook. You may want to refer to these guidelines often, especially as you study Chapters 1 through 5.
The Rights of Group Participants
My experience has taught me that those who enter groups are frequently unaware both of their basic rights as participants and of their responsibilities. As a group leader, you are responsible for helping prospective members understand what their rights and responsibilities are. This section offers a detailed discussion of these issues.
A Basic Right: Informed Consent
If basic information about the group is discussed at the initial session, the participants are likely to be far more cooperative and active. A leader who does this as a matter of policy demonstrates honesty and respect for group members and fosters the trust necessary for members to be open and active. Such a leader has obtained the informed consent of the participants.
Informed consent is a process that begins with presenting basic information about group treatment to potential group members to enable them to make better decisions about whether or not to enter and how to participate in a group (Fallon, 2006). Members have a right to receive basic information before joining a group, and they have a right to expect certain other information during the course of the group. Discussing informed consent is not a one-t.
Ethical AnalysisSelect a work-related ethical scenario that .docxdebishakespeare
Ethical Analysis
Select a work-related ethical scenario that you (or someone close to you) have experienced. Organizations and names should be changed when identifying references in the assignment. Compose an essay that addresses the following requirements:
Identify the key positions, titles, and assigned responsibilities in the organization.
Discuss and illustrate the individual pressures faced and how the issues were handled or delegated to another position.
Describe how changing attitudes and behaviors evolved as the incidents occurred.
Compare and contrast the behaviors in the scenario with the philosophical theories of ethical decision-making that are referenced in Unit II. Examples may include Utilitarianism or Deontology application.
Illustrate any mishandling of the decision-making process that resulted in lessons learned.
Summarize what you have learned from an analysis of this event.
Your response should be at least 500 words in length (not including the references page) in APA style. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citation.
.
Ethical (Moral) RelativismIn America, many are comfortable describ.docxdebishakespeare
Ethical (Moral) Relativism
In America, many are comfortable describing ethics as follows: “Well, what’s right for me is right for me and what’s right for you is right for you. Let’s just agree to disagree.” This is an affirmation of what philosophers call
individual
or
subjective moral relativism
. In this understanding of relativism, morality is a matter of individual feelings and personal preference. In individual moral relativism, the determination of what is right and wrong in a situation varies according to the individual. Moral relativists do not believe in natural law or universal truths.
Cultural moral relativism
puts culture at the forefront of relative ethical decision-making. It says the individual must include the precepts of his or her culture as a prominent part of the relativistic moral action.
Lawrence
Kohlberg,
a prominent psychologist known for recognizing moral stages of development, takes it a step farther saying cultural relativists are persons stuck in the “
Conventional
Stage” of ethical development
.
In your paper, please define individual moral relativism and cultural moral relativism in detail, noting how they differ from each other, their strengths and weaknesses, and give your position on Kohlberg’s stance on ethical relativism.
What aspects of ethical relativism do you identify and agree with? What aspects do you disagree with? Give a personal example that illustrates your stance on ethical relativism, describing how you made a moral decision in an ethical dilemma. Include at least two references to support your thoughts.
Post a 500-word paper to the
M4: Assignment 2 Dropbox
by due
Wednesday, April 9, 2014
. All written assignments and responses should follow proper citation rules for attributing sources. Please use Microsoft Word spelling/grammar checker. Be mindful of plagiarism policies.
.
Ethical Analysis on Lehman Brothers financial crisis of 2008 , pleas.docxdebishakespeare
Ethical Analysis on Lehman Brothers financial crisis of 2008 , please include bibliography and footnotes and answer the questions below.
It must be between 5-7pgs.
1. What was the case about?
2. Who was (were) the individual(s) and company (ies) involved?
3. When did it happen?
4. Why did it happen?
5. How did it come to the attention of the media?
6. What was the outcome of the case?
7. How could this case been avoided?
8. What can we learn from the case?
.
Ethical Analysis on Merrill lynch financial crisis of 2008 , please .docxdebishakespeare
Ethical Analysis on Merrill lynch financial crisis of 2008 , please include bibliography and footnotes and aswer the questions below.
It must be between 5-7pgs.
1. What was the case about?
2. Who was (were) the individual(s) and company (ies) involved?
3. When did it happen?
4. Why did it happen?
5. How did it come to the attention of the media?
6. What was the outcome of the case?
7. How could this case been avoided?
8. What can we learn from the case?
.
ETHC 101
Discussion Board Reply Grading Rubric
Criteria
Levels of Achievement
Content 70%
Advanced
Proficient
Developing
Not Present
Points Earned
Word Count
15 points
Word count is between 500 and 600 words.
11 to 14 points
Word count exceeds 600 words.
1 to 10 points
Word count is less than 500 words.
0 points
Not present
Style
10 points
Reply offers constructive feedback to a classmate in a manner that is polite, rationally argued, and not overly emotional.
7 or 9 points
Reply offers constructive feedback to a classmate but with some deficiency of politeness, reasonableness, and/or dispassion.
1 to 6 points
Reply offers little to no constructive feedback, and/or is strongly impolite, and/or is very emotional.
0 points
The post is not a reply (it is off-topic).
Understanding
10 points
Reply utilizes many of the concepts and technical vocabulary taught in the class in a manner that demonstrates accurate understanding.
7 to 9 points
Reply utilizes some of the concepts and technical vocabulary taught in the class in a manner that demonstrates accurate understanding.
1 to 6 points
Reply utilizes some of the concepts and technical vocabulary taught in the class but sometimes in ways that suggest that they are not correctly understood.
0 points
Reply does not utilize the concepts and technical vocabulary taught in the class.
Structure 30%
Advanced
Proficient
Developing
Not Present
Points Earned
Spelling, Punctuation, and Grammar
10 points
Reply is written in paragraph form and is devoid of spelling, punctuation, and grammar errors.
7 or 9 points
Reply is not written in paragraph form and/or has occasional spelling, punctuation, and grammar errors.
1 to 6 points
Reply is not written in paragraph form and has numerous spelling, punctuation, and grammar problems.
0 points
Not present
Turabian formatting
5 points
Direct references and/or allusions to outside resources (such as the textbooks) are present and are cited using footnotes in current Turabian format.
4 points
Direct references and/or allusions to outside resources (such as the textbooks) are present but are cited otherwise than using footnotes in current Turabian format.
1 to 3 points
Direct references and/or allusions to outside resources (such as the textbooks) are present but the sources are not cited. (Note: if plagiarism is present, that requires additional corrective action.)
0 points
No direct references and/or allusions to outside resources are present.
Total
/50
Instructor's Comments:
Page 1 of 1
For this untimed, open-resource essay exam, answer each question thoroughly and clearly, and ground it in course reading material. Essay answers must be more than 3 or 4 brief sentences, but kept within the bounds of an essay exam (4 - 6 paragraphs). All your writing must be in your own words. Paraphrase (restate what you read) rather than copying material from the course textbook or the Internet. No copying is permitted in this course and doing so will result in zero points on th.
Ethical and Human Rights Concerns in Global HealthChapter Fou.docxdebishakespeare
Ethical and Human Rights Concerns in Global Health
Chapter Four
Chapter four: Ethical and human rights concerns in global health.
As with any area of health, global health is affected by the issues of ethics and right for sound health outcome. In this chapter we will explore ethical and human rights concerns, some of the central treaties and conversions related to human rights, some historically significant cases in human subject research and key principles for making critical decisions in health research.
1
Failure to respect human rights is often associated with harm to human health
Health research with human subjects puts people at risk for the sake of other people’s health
Health investments must be made in fair ways since resources are limited
The Importance of Ethical and Human Rights Issues in Global Health
Access to the health care is human right and failure to respect this right might causes harm for health. For example, the stigma associated with HIV, TB and leprosy makes it difficult for the patient to obtain necessary health care, it not only cause harm to individual health but as a whole community health even. For example, if a TB patient remains untreated by the health care workers, then that individual could be a source of infection for other people.
Health research with human subject in particular in low income countries where study participants may not have other option to obtain the medication might become a proxy of clinical trial for other people .Lastly, fair decision in health investment is critical because in low income countries where health resources are scare difficult decisions need to be made depending on the priority and severity of disease.
2
The Foundations for Health and Human Rights
Universal Declaration of Human Rights and other legally binding multilateral treaties
Governments are obliged to respect, protect, and fulfill the rights they state
International Bill of Human Rights is the cornerstone for human rights. This bill include couple of documents including the Universal declaration of human rights that was officially declared in 1948, that place obligation on Government to respect , protect, and fulfill the rights of the state.
3
Selected Human Rights
The Rights-Based Approach
Assess health policies, programs, and practices in terms of impact on human rights
Analyze and address the health impacts resulting from violations of human rights when considering ways to improve population health
Prioritize the fulfillment of human rights
In considering human right, first we are going to examine the issue of right based approach. Some global health advocates argue that this approach, which thinks that fulfillment of people’s human right is conducive to their health, should be followed in global health. This means we need to assess health policies, programs or practices in terms of its impact on human right and analyze the health impacts from the perspective of violation of human rights
.
Ethical & Legal Aspects in Nursing WK 14Please answer the .docxdebishakespeare
Ethical & Legal Aspects in Nursing WK 14
Please answer the following Discussion Question. Please be certain to answer the four questions on this week DQ and to provide a well-developed and complete answer to receive credit.
Case Study, Chapter 23, Professional Identity and Image
Nursing care is frequently perceived by the public as simple and unskilled. Many male nurses live in fear of how their caring actions might be interpreted. Many nurses hold that stereotypes about the profession are true, just as the general public does. Public identity and image has been a struggle for nurses for a long time. The greater public clearly does not understand what professional nursing is all about, and the nursing profession has done a poor job of correcting long-standing, historically inaccurate stereotypes.
1. What are the common nursing stereotypes?
2. What was the role of the Center for Nursing Advocacy? Discuss the role of Truth about Nursing in addressing inaccurate or negative portrayals of nursing in the media and the process they use to raise public and professional awareness of the issues surrounding nursing public image?
3. What are some of the ways of changing nursing’s image in the public eye?
4. One of the most important strategies needed to change nursing’s image is to change the image of nursing in the mind of the image makers. What are some of the key ways for nurses to interact with the media?
INSTRUCTIONS:
APA FORMAT
IN TEXT CITATIONS WITH 3 REFERENCES NO LESS THAN 5 YEARS
.
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Ethanolv.DrizinUnited States District Court, N.D. Iowa, Eastern .docxdebishakespeare
Ethanolv.Drizin
United States District Court, N.D. Iowa, Eastern DivisionFeb 7, 2006
No. C03-2021 (N.D. Iowa Feb. 7, 2006) Copy Citation
No. C03-2021.
February 7, 2006
Be a better lawyer. Casetext is legal research for lawyers who want do their best work.
ORDER
JOHN JARVEY, Magistrate Judge
This matter comes before the court pursuant to trial on the merits which commenced on January 23, 2006. The above-described parties have consented to jurisdiction before a United States Magistrate Judge pursuant to 28 U.S.C. § 636(c). The court finds in favor of the plaintiff and awards compensatory damages in the amount of $3,800,000 and punitive damages in the amount of $7,600,000.
In this case, the plaintiff brings numerous theories of recovery against defendant Jerry Drizin arising out of the misappropriation of escrow funds that were to serve as security for financing for the construction of an ethanol plant in Manchester, Iowa. The plaintiff contends that defendant Drizin, in concert with others, knowingly converted funds from an escrow account that were not to have been spent on anything without the plaintiff's prior written permission. Defendant Drizin contends that his only client and only duty of loyalty was to a Nigerian citizen living in Munich who caused the funds to be sent to bank accounts controlled by Defendant Drizin. The court makes the following findings of fact and conclusions of law.
In 2000 in Manchester, Iowa, farmer and President of the local Co-op, Douglas Bishop, began meeting with representatives of the United States Department of Agriculture to explore the feasibility of building an ethanol plant in the Manchester area. The idea was to assist farmers in the area in getting more value for their crops. An ethanol plant produces ethanol and feed grain which can be sold at a profit exceeding that associated with the mere sale of grain.
A series of 40 local meetings culminated in a membership drive. The Plaintiff, Northeast Iowa Ethanol, L.L.C., was later formed in order to sell 2500 shares of stock in the L.L.C. to raise funds for the financing of the plant. The construction of the plant was expected to cost $21 Million. It would have a capacity for producing 15 million gallons of ethanol per year. Through the meetings, Mr. Bishop and others raised $2,365,000. The average investor purchased two shares.
The membership drive ended in September 2001. The original plan was to begin construction in the fall of 2001 and have the plant operating by the fall of 2002. However, the issue of financing for the plant was more problematic than plaintiff had anticipated. Traditional lenders (banks) demanded that the plaintiff raise forty percent of the construction costs. It was clear that the plaintiff could not raise $8 Million. Plaintiff's proposed marketing partner, Williams Ethanol Services, agreed to invest $1 Million in the project. The contractor anticipated to build the facility, North Central Construction from North Dakota,.
How to stay relevant as a cyber professional: Skills, trends and career paths...Infosec
View the webinar here: https://www.infosecinstitute.com/webinar/stay-relevant-cyber-professional/
As a cybersecurity professional, you need to constantly learn, but what new skills are employers asking for — both now and in the coming years? Join this webinar to learn how to position your career to stay ahead of the latest technology trends, from AI to cloud security to the latest security controls. Then, start future-proofing your career for long-term success.
Join this webinar to learn:
- How the market for cybersecurity professionals is evolving
- Strategies to pivot your skillset and get ahead of the curve
- Top skills to stay relevant in the coming years
- Plus, career questions from live attendees
Dreamin in Color '24 - (Workshop) Design an API Specification with MuleSoft's...Alexandra N. Martinez
This workshop was presented in New Orleans for the Dreamin' in Color conference on June 21, 2024.
Presented by Alex Martinez, MuleSoft developer advocate at Salesforce.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
Creative Restart 2024: Mike Martin - Finding a way around “no”Taste
Ideas that are good for business and good for the world that we live in, are what I’m passionate about.
Some ideas take a year to make, some take 8 years. I want to share two projects that best illustrate this and why it is never good to stop at “no”.
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THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
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Report on Business Pfizer Inc.Executive Summa.docx
1. Report on Business: Pfizer Inc.
Executive Summary
Pfizer has a long history in the biopharmaceutical industry,
and a lengthy list of mergers and acquisitions. It has vast
experience in creating lasting partnerships in the research and
development, manufacturing, distributing, and marketing of its
products. Pfizer seeks to improve the health of people
everywhere through education and by making medications more
accessible, which translates into better health beyond just the
people it would employ here. Although there are risks such as
potential job loss and environmental factors, the benefits
outweigh these risks, and therefore it is recommended to allow
Pfizer to set up operations in this country.
Company Description
Pfizer Inc. began operations in 1849 and has become the
largest company specializing in biopharmaceuticals.It has
operations in over 150 countries, with its headquarters located
in New York, New York, USA. Pfizer employs more than
91,500 people and earned nearly $59 billion in 2012 revenues
(Mergent, 2013). Operating in the pharmaceutical industry, it
carries out the research, development,production,and marketing
of goodssuch as over-the-counter and prescription medicines,
vaccines, and consumer healthcare products. Advil, Lyrica,
Lipitor, Celebrex, Viagra, and Prevnar are just a few of the
blockbuster name brands made at Pfizer (Pfizer Inc., 2013).It
2. recently divided its operations into three units, Primary Care,
Specialty Care & Oncology, and Emerging Markets &
Established Products, dropping the Animal Health and the
Nutrition units through sales to Zoetis and Nestlé respectively
(Staton, 2013). The Emerging Markets unitenables Pfizer’s
vaccines and other medicines to reach developing countries,
while Established Products handle the drugsthat have or will
soon lose patent protection, as well as medicines acquired
through licensing(Pfizer, 2013). Although revenues have been
decreasing asa direct result of patents expiring, net profit is
again increasing(Mergent, 2013) and appears to be stable in
2013 (U.S. Securities and Exchange Commission, 2013). Recent
Income Statements and Revenues for the top-ten
biopharmaceutical products can be viewed in Appendix A.
Pfizer recently merged with the only remaining division of
Wyeth, in India (Reuters, 2013); the original merger occurred in
2009 and led to the 2010 announcement that eight plants would
be shut down in an effort to remain competitive and to prevent
price increases (TopNews, 2010).
Company’s International Strategy
Pfizer grew the business internationally through mergers,
acquisitions, and partnerships, which led to it being the world’s
leading biopharmaceutical company. It has 100% ownership of
all its numerous subsidiaries andmaintains operations in
countries where it has acquired established companies that can
continue to contribute to the growth of the business(Mergent,
2013). Its international strategy is closest to a transnational
strategy due to the high costs of research, development, and
patent protection, and the pressure of competition once products
are off patent. Local responsiveness is high due to countries
having different medical needs and regulations, and the price
has to be responsive to the wallets of each population. In fact, it
has tailored pricing in at least 56 emerging markets in an effort
to make its products more accessible to patients (Pfizer Inc.,
2013).Pfizer’s recent steps have been to cut back operations,
which are deemed redundant and invest in profitable businesses,
3. as demonstrated by the actions taken after merging with their
competitor, Wyeth (TopNews, 2010). Other competitors include
GlaxoSmithKline, Novartis, Johnson & Johnson, and Merck &
Co., Inc. (Mergent, 2013); however, Pfizer and Merck & Co.
recently joined forces to develop a new type-two diabetes drug
(Nordqvist, 2013), confirming that Pfizer’s primary growth
strategy is to develop new drugs through partnerships.Pfizer
operates in both developing and developed countries with an
aim to promote health through preventative medicine,
treatments, and remedies to the illnesses and diseases existing
today.Pfizer Investments in Health, an outreach partnership
program which aims to, according to its website,‘treat, teach,
build, and serve’ in communities where preventable health
issues are a major concern (Pfizer Inc., 2013), is an example of
what is believed to be its global philanthropic strategy,and
shows that it is willing to go anywhere in the world. Pfizer’s
main research and development is done in USA, Canada,
France, Australia, Japan, China and UK, where it wants to
develop new drugs. Clinical trials happen the world over, as
seen in Appendix B, and it expects to spend $6.5 billion
globally on research and development in 2013 (Pfizer Inc.,
2013).It has 80+ production plants, the largest located in
Belgium, Singapore, Ireland, Japan, Germany, Puerto Rico,
Italy, China, and the U.S (Mergent, 2013). Because Established
Products are threatened by generic competition, Pfizer taps into
underserved markets to sell these branded products at a
reasonable price and by manufacturing generics through its
subsidiaries (Pfizer Inc., 2013). Pfizer’s greatest challenge is
the ongoing loss of patent protection for its blockbuster drugs,
for example Lipitor, which lost patent exclusivity in November
2011 in the USA, and has subsequently lost this right in other
major markets(SWOT Analysis, 2013). The effects of Lipitor’s
patent loss can be seen via shrinking revenues, from 9.5 billion
in 2011 to 3.9 billion in 2012 (see Appendix A; Pfizer Inc.,
2013).Generic productions of Lipitor, and other big name
brands upon loss of patent protection, pose the biggest threat to
4. revenue growth.Fortunately, Pfizer does have strength in its
marketing abilities, which helps with sales of new products and
popular brands. It also has good partnerships with smaller
companies from emerging markets, which bolster its growth
(SWOT Analysis, 2013). It is believed that Pfizer is being
fiscally responsible, cutting back redundant operations tomake
up for revenue losses, and establishing new operations that can
fulfill its goals. The bottom line is still strong; however, it
needs to offset revenues lost due to patents ending because it
cannot keep cutting expenses and selling off units indefinitely.
A long-term strategy needs to find new revenue sources, which
emerging markets may provide.
Company’s Marketing Approach
Pfizer’s major focus,for patent protected and over-the-
counter products, are markets in developed countries, mainly
USA and Europe; however, it sells products worldwide, as seen
on the map in Appendix C. Furthermore, emerging markets
revenues are growing while developed markets revenues are
shrinking; for example, revenue growth in the US have been
flat, whereas revenue share for emerging markets went from
17.2% to 20.3% from 2011 to 2012 (Pfizer Inc., 2013). So while
the majority of sales still occur in the United States, likely
because its main operations are there and the brand names are
well advertised and recognized, it is thought the greatest
potential for growth stems from developing countries.
Marketing is one of its major strengths, which makes it the go-
to company for small and medium sized companies for
marketing partnerships. This is evidenced in thehigh revenues
of the Established Products & Emerging Markets unit, achieved
through licensing agreements and joint marketing
ventures.Brand name products facing competition from generics
can be marketed in developing countries, and new products can
be launched worldwide where there is need (SWOT Analysis,
2013). Pfizer has a long history of being sued for its marketing
practices, most recently being found guilty in 2010 for
racketeering fraud, in 2011 for illegally marketing, in 2012 for
5. unsubstantiated claims, and improper marketing (Mattera,
2013). It is believed that with its diverse portfolio of vaccines
and medications, Pfizer can tap into any market for either the
purpose of profit or philanthropy. As mentioned above, Pfizer
has the opportunity to customize its productsbased on the
medical and pricing needs of each country. Advertising in
developed countries is primarily done through television, but
print and online ads, as well as targeting doctors who prescribe
its drugs and the retailers who shelve its products, are revenue
drivers as well. To prevent counterfeit drugs from reaching
consumers, Pfizer strictly enforces distribution of its products
through its authorized distributors. Consumers purchase these
products mainly in pharmacies and grocery stores(Pfizer Inc.,
2013). Pfizer’s mode of communication is through its websites
and through social media.
Company’s Supply Chain Approach
Pfizer operates 80+ manufacturing sites, with 175
distribution centres in its major markets, using about 200
transportation suppliers to distributeits products from
manufacturing to resale locations (Pfizer Inc., 2013). It has a
huge network of internal and external partners aiding in the
production of medicines, all under the Pfizer Global Supply
umbrella and all linked via the cloud (Bowman, 2012). Because
every country has different regulations for drugs, Pfizer uses
market segmentation supply chain management, keeping
production in the markets where it sells, and sometimes by
outsourcing. It has high standards and thus performs audits of
both its own facilities and partner sites, to ensure quality is
consistent with the expectations of consumers. Although price is
a contributing factor in the selection of a supplier, the main
concern is adherence to the Pfizer standards of quality, and
Pfizer will work with its suppliers to help achieve this goal.
Because of the risky nature of theindustry for counterfeit drugs,
it expects suppliers to manage the chain of custody of its
products. To this end, it has quality assurance units in each
market, staffed with people whoknow the local environment and
6. languages, allowing them to monitor the operating procedures
of its suppliers (Pfizer Inc., 2013). Pfizer’s recent foreign direct
investment comes in the form of partnerships and mergers,
where new drugs and vaccines can be developed, and existing
drugs can be tailored to meet local standards. Reducing
transportation costs by operating in the markets it serves makes
sense since it ships high valued goods, not high weight. Further,
Pfizer shares its expertise in training and product development
with its partners, allowing it to set up production operations
anywhere it can bring its technology, using unskilled to semi-
skilled labour for low end positions, with the main challenge in
emerging markets being a lack of sufficient systems available
for processing products, which are temperature-sensitive
(Bowman, 2012).
Company’s Human Resource Management Approach
Pfizer prides itself on being a highly regarded employer
which values workplace diversity, and has won Top Employer
awards several years in many countries. It offers
benefitscustomizable to fit employee needs as well as extensive
training and growth opportunities including a Career
Development Resource Centre as well as a mentorship program,
both available online to its employees.Through its Global
Health Fellows program, employees can volunteer to travel for
three to six months to help train healthcare providers in
developing countries in an effort to improve health and
available care (Pfizer Inc., 2013).It is believed that these values
are also applied to operations in developing countries, tailored
to the needs of each country, taking into considerationits levels
of education, culture, history, and employment expectations,
when developing its HR policies. By adapting to needs and
hiring locally, companies with a good HRM system will
havehappier employees and should prove to be more successful
than companies’ trying a one size fits all approach to HRM.
Analysis
Benefits: Pfizer has a strong benevolent side with programs
such as Pfizer Investments in Health, and Global Health
7. Fellows, showing that it does work towards its vision, as stated
on Pfizer’s website, to “be recognized for meeting the diverse
medical needs of patients in Emerging Markets around the
world in an innovative, socially responsible and commercially
viable manner” (2013). It has a global policy to comply with the
local laws, and has strong health, safety and environmental
policies, which are enforced through regular audits. It is
believed that Pfizer would provide health benefits to its
employees, as well as training and education as needed, and that
jobs would be created with its policy to hire locally.
Risks: Pfizer has recently been closing plants and selling off
units in an effort to offset shrinking revenues by reducing
expenses. Pfizer tends to expand operations through mergers
and acquisitions, which means there is the risk of it closing
redundant operations, causing the loss of jobs already here, or
the exploitation of employees for their lower wages, in order to
cut back its expenses and push profitability. Lastly, prior to
2005, Pfizer had several environmental charges and settlements
so there remains a risk that it may exploit potential loopholes in
local policies.
Recommendation and Conclusion
Although the risks of allowing Pfizer to operate in this
country are valid, it can be concluded that these risks are
outweighed by the potential benefits. The risks are less likely to
be realized as Pfizer is only partnering and merging with, or
acquiring businesses with which it can increase its profitability,
so it is not looking to purchase redundant operations just to lay
employees off. Pfizer has improved its environmental policies,
with no issues arising since 2005, showingit has become more
environmentally responsible, and therefore this is unlikely to be
an issue. The benefits of entry are more likely to be realized;
added jobs, better health, improved education, and increased
revenues. Pfizer is a well-established, reputable company with
excellent employment practices, and it is recommended that it
be permitted to set up operations in this country.
8. Appendix A
Part 1 – Partial Consolidated Income Statement
USD $ in millions
Dec 31, 2012
Dec 31, 2011
Dec 31, 2010
Dec 31, 2009
Revenues
58,986
67,425
67,809
50,009
Cost of sales
-11,334
-15,085
-16,279
-8,888
Gross profit
47,652
52,340
51,530
41,121
Operating income
16,111
15,241
13,760
11,119
9. Net income attributable to Pfizer Inc.
14,570
10,009
8,257
8,635
Source: Pfizer Inc., Annual Reports
Part 2: Revenues - Major Biopharmaceutical Products (Top 10)
-in millions
Product
2012
2011
2010
Product
2012
2011
2010
Lyrica
4,158
3,693
3,063
11. Source: Pfizer.com, Annual Reports
Appendix B
Clinical Trials
copied from
http://www.clinicaltrials.gov/ct2/results/map?term=pfizer
Region Name
Number of Studies
World
3883
Africa [map]
172
Central America [map]
119
East Asia [map]
542
Japan
219
[studies]
Europe [map]
1180
Middle East [map]
151
12. North America
2143
Canada [map]
502
[studies]
Mexico
189
[studies]
United States [map]
1937
[studies]
North Asia [map]
193
Pacifica [map]
245
South America [map]
278
South Asia [map]
167
Southeast Asia [map]
226
Appendix C
Map of Worldwide Locations where products are sold
copied from http://www.pfizer.com/products/medical-
information/medical-information
13. 2
References
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tank/blog/article/font-size2for-pharma-one-supply-chain-
doesnt-fit-allfont/
Clinical trials. (n.d.) US National Institutes of Health. Retrieved
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Indian units of Pfizer and Wyeth to merge. (2013, November
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india- idUSBRE9AM06Q20131123
Johnson, A. (2009, July 7). Drug firms see poorer nations as
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Mattera, P. (2013, August 25). Pfizer: corporate rap sheet.
Corporate Research Project. Retrieved from http://www.corp-
research.org/pfizer
Noor, W. (2013, May 1). The 2013 pharm exec top 50.
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http://www.pharmexec.com/pharmexec/article/articleDetail.jsp?
id= 815158
Nordqvist, J.(April 30, 2013). Merck and Pfizer collaborate to
14. develop new diabetes drug. Medical News Today. Retrieved
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Palmer, E. (2013, June 28). Pfizer returns to buyback strategy to
appease shareholders. Fierce Pharma. Retrieved from
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strategy-appease-shareholders/2013-06-28
Pfizer invests in Chinas pharmaceutical sector.(2011, October
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invests-in-chinas-pharmaceutical- sector.html
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Pfizer Inc. (Filer) cik: 0000078003. (n.d.)U.S. Securities and
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operations- three-ways/2013-07-29
Omni Automated Systems
Case Study
Bob Waters, a field sales engineer for the Custom Systems
Division of Omni Automated
Systems, had just learned from his friend Steven Anderson, the
purchasing agent for
Gentech Office Equipment Company, that Gentech had decided
to purchase a robotic test
cell from one of Omni’s competitors. The test cell was for
Gentech’s new printed circuit
board (PCB) soldering line. The Gentech account was the third
robotic work cell sale
that Waters had lost over the past two months and the eighth
17. overall. Waters had felt
confident that Omni had the inside track on this bid due to
Omni’s past business relations
with Gentech, Waters good personal relations with Gentech’s
personnel, and Omni’s
superior product offering. He had been working on this sale for
over a year and knew
that the loss of this sale would severely impact his chances of
future robotic work cell
sales to Gentech, as that firm continued to automate its PCB
manufacturing operations.
Water’s boss, Doug Barnum (Omni regional sales manager), was
concerned about
Water’s lack of success at selling this new product line. Since
its introduction, accounts
that Waters worked on have yielded only two sales, a 20 percent
success ratio. Other
Omni salespeople, however were experiencing at least 50
percent success ratio on their
major accounts. During this period, Waters continued to have
good success at selling
Omni’s other product lines. Because both Waters and his boss
were certain that Gentech
18. personnel were fair in their decision, they decided to conduct a
review of his call reports
to see if a flaw in his sales strategy and approach may have led
to the loss of the Gentech
sale.
Background Information
Omni has provided state of the art electronic assembly
equipment to electronics
manufacturers for more than 40 years. It maintained a
competitive advantage over its
competitors by continually bringing innovative products and
technologies to the
marketplace. It was one of the first firms to apply robotics to
electronics assembly and
was also one of the first firms to offer assembly machines for
surface-mount device
application. In addition to its acknowledged technological
strengths, the firm was also
well known for its product quality and reliability. It
manufactured a broad line of
assembly equipment, from simple component insertion machines
to complex robotic
19. work cells. Omni captured a 30 percent market share in 2005
on more than $1.5 billion
in sales. Its corporate headquarters were located in San Jose,
California, and it had
regional sales offices throughout the United States, Europe, and
Japan.
The application of robotics to electronics assembly was first
introduced in the mid 1990s.
Prior to this time, robotics was primarily applied to heavy
industrial and automobile
assembly applications. Omni built upon the research and
development of robotics like
Adept and Unimation and system houses such as Chad
Industries and Robotic
Automation to introduce its first robotic work cells. Although
Omni did not conduct
Written by: Wesley J. Johnston Reprinted with permission
from: Cases in Marketing Management
by Hinkel, Johnston, and Lanigan—2
nd
Edition, Prentice Hall, Pages 239-252 ISBN 0-13-116-531-5
Omni Automated Systems Case Study
20. 2
research in the development of robots, it did devote
considerable resources toward
finding new applications for this emerging technology.
Bob Waters joined Omni in 2000, after an eight-year career at
one of Omni’s primary
competitors, Universal Assembly (UA) Corporation. Waters
normally achieved sales in
the top 10 percent of Omni’s sales force. He was personable,
energetic and well liked
and respected by his colleagues and management. Upon
arriving at Omni, he was
assigned the highly competitive but very lucrative Silicon
Valley sales territory and was
quickly successful in landing several major contracts.
Gentech Office Equipment Company manufactured a variety of
office equipment, from
copier/duplicators and facsimile machines, to personal
computers and word processors.
Gentech was a recognized world leader in the office equipment
industry, with sales in
21. 2005 in excess of $4.2 billion. Gentech had manufacturing
operations in several
locations around the world, but its San Jose plant was its
primary PCB assembly facility.
In recent years, Gentech had experienced significant market
share and profit margin
erosion due to intense foreign competition. Benchmarks
revealed that Gentech had fallen
behind the industry in utilizing advanced electronics design and
manufacturing
techniques. As a result, Gentech initiated a major program to
modernize and automate its
manufacturing facilities. This program would cost between $45
and $60 million and
would be conducted over a five-year period.
The new soldering line recently ordered by Gentech from Ace
Electronics would
automate one of its soldering process lines and would cost
approximately $3 million.
Gentech’s current soldering line requires the boards to go
through four separate stages
before the soldering is complete. At each of these stages the
boards must be manually
22. loaded and unloaded. This resulted in a high number of
damaged boards due to improper
handling and inconsistent solder joint quality due to variation in
the solution temperature
and chemical balances. The new soldering line would virtually
eliminate material
handling and would add a computerized process control system
which would monitor
each stage of the process. The robotic test cell would be placed
at the end of the
soldering line to move boards from the soldering line to the
Bitmico PCB testers and to
drive the test machines. This would be Gentech’s first attempt
at robot automation.
Gentech had contracted with Moore & Associates, a consulting
firm to help draw up
plans on how the new soldering line and robotic test cell would
be integrated into its
existing assembly line. The robotic test cell would cost
approximately $750,000.
Bob Waters and Steve Anderson had become fairly close friends
over the past several
years. Their children went to the same school, and they lived
23. only a few blocks apart.
Their families occasionally got together for social outings, and
once or twice a month
they would play a round of golf together. Although they were
personal friends, Anderson
made it a rule to keep business and pleasure strictly separate.
Rarely did they talk about
business except when Waters made calls on Gentech.
Omni Automated Systems Case Study
3
Waters considered Gentech to be an extremely important
account and attempted to
contact the firm at least once a month. Gentech was one of
Waters’ first major sales
when he joined Omni. Its annual purchases occasionally totaled
as much as $800,000.
Furthermore, due to the size of its manufacturing operations, it
was a prime candidate for
future major purchases from Omni.
24. Water’s Call Reports
Waters reconstructed his activities for the period he had been
working on the Gentech
sale by reviewing his call reports.
February 4, 2006
Received a call from Anderson. He said that Gentech was about
to initiate a bidding
process to procure a robot system that was to be a part of
Gentech’s new soldering line.
Anderson asked if Omni had a product that would satisfy
Gentech’s needs. Told
Anderson that Omni could custom build any robotic work cell
that he might need.
Arranged to visit him the following day.
February 5, 2006
Called on Anderson. Discussed with him the overall
requirements of the work cell and
the bidding process to be used. The robotic test cell was to be
part of Gentech’s new
soldering line that was purchased from Ace Electronics. The
line was to be installed in
25. February of 2007. The test cell had to be delivered and
operational within one week of
the installation of the soldering line. An operational mockup of
the test cell had to be
demonstrable at the vendor site 30 days before delivery for
initial acceptance testing.
Anderson said that a new bidding process was being instituted
this year. Unlike previous
capital acquisitions, where vendors were heavily involved in
negotiating equipment
specifications and cost, product requirements would be drawn
up by Gentech personnel,
and the supplier would provide a sealed bid at a final
presentation. Preliminary bids and
product proposals would be used to narrow the number of
vendors submitting final bids
down to four or five. The final selection would be made jointly
by the Purchasing,
Manufacturing, and Test Engineering organizations. Anderson
would represent
Purchasing; Jim Thompson, manager of manufacturing
operations would represent
Manufacturing; and Carl Jefferson, a senior engineer, would
26. represent Test Engineering.
Kevin Reilly; vice president of northern California operations,
would also participate in
the decision.
Anderson furthermore said that detailed specification for the
test cell would not be made
available for the preliminary bid phase; these specs would be
given only to those vendors
selected to submit final bids. Proposals and preliminary bids
were to be generated based
on preliminary specs available through the Moore consultant.
Anderson gave me the
name of the Moore consultant and also gave me the name of an
Ace engineer for the
details on the soldering line and a Bitmico engineer for details
on the testers.
Omni Automated Systems Case Study
4
Returned to the office and reviewed the situation with the boss
(Doug Barnum).
27. Discussed the importance of getting this initial sale in order to
have the best shot at
Gentech’s future robotic automation needs. Surmised that
Gentech had instituted this
new bidding process in an attempt to get more aggressive
pricing from the vendors.
Concluded that pricing would therefore be the primary factor in
selecting a vendor.
Discussed the pricing strategies that we might use and those
that might be used by our
competition. The boss told me to keep him apprised of the
situation and let him know if
there was any way he could help. Took home a competitive
analysis of the robot industry
that was prepared by our marketing group.
February 6, 2006
Called Kevin Reilly at Gentech to try to set up an appointment
to meet him. Was told by
his secretary that “Mr. Reilly does not interact directly with
sales people” and that
Anderson should be contacted for all sales-related issues. Tried
to explain to her that I
28. needed only a few minutes of his time, but she said that there
were no exceptions to the
rule.
Wrote the Moore consultant in Los Angeles for the test cell
spec. Reviewed specification
on the robots that we use in our work cells and specifications on
work cells that we had
done in the past. Forwarded a recommendation letter from
Albany Computers for the
robotic insertion cell I sold the company last year for its
assembly line.
March 4, 2006
Received specs from Moore. Looked them over with Paul
Johnson (Omni’s systems
design engineer) and discussed possible hardware
configurations that could be used in the
test cell. Asked him to put together a tentative system for
Gentech. Gave him the names
of the Ace and Bitmico contacts in case he needed additional
information on the
soldering line of the testers. Called Thompson at Gentech and
made an appointment to
29. meet him for lunch next week.
March 8, 2006
Visited Anderson before meeting with Thompson. Found out
that eight other firms
would be making proposals along with Omni. Asked him how
Omni’s chances looked
for getting invited for the final bidding stage. He said that as
long as our bid wasn’t way
out of line we should have no problem getting past the
preliminary bid stage. Showed
him Johnson’s preliminary proposal for the test cell. He was
impressed by the
technology and sophistication of the system. Went over the
features of the robots that we
use in our work cells, stressing the accuracy and speed of the
robot and the direct-drive
technology used which allows high torque to be generated at
relatively low motor speeds.
Left him a stack of literature, a copy of Johnson’s proposal, and
the Albany Computer’s
testimonial letter.
Met with Thompson and his assistant, Roberts, for lunch.
30. Discussed their situation in the
factory and the acquisition of the soldering line and test cell.
Thompson and Roberts
seemed to be somewhat skeptical about the robotic test cell and
the technology upon
Omni Automated Systems Case Study
5
which it was based. They said that they had read about robots
in various trade journals
and seen some of them on television, but had never had a
chance to see one in person.
Told them about all the robotic work cells that Omni had built
and offered to show them
one of the robots at our facility. Tentatively scheduled their
visit for next week.
After lunch I reviewed Johnson’s proposal with Thompson and
Roberts. They both
seemed concerned about reliability and system downtime. I
pointed out some of the
backups and redundancies built into the system which increase
system reliability, and our
past track record for high reliability. I also pointed out that due
31. to the proximity of Omni
relative to our competitors, Omni was clearly in the best
position to provide prompt
emergency service in the unlikely event that they had a system
failure. They agreed.
Left them with copies of the same literature I had left with
Anderson.
March 19, 2006
Picked up Thompson and Roberts for our plant visit. Dropped
by Anderson’s office to
see if he wanted to come along. He said he had a meeting later
on that day and couldn’t.
On the way over to the plant we talked about a variety of things,
including how well the
Warriors basketball team was doing this year. Thompson
seemed to have a real interest
in basketball so I invited him out to tomorrow night’s game.
Asked Roberts if he wanted
to come along but he said he had plans for tomorrow night.
Made arrangements to pick
up Thompson at his house.
Once we got to the plant, I showed Thompson and Roberts a
32. robot that was similar to the
one that Johnson had proposed for their test call. Ran a
demonstration program which
made the robot insert various sized components into a PCB and
transfer it to different
workstations. Thompson and Roberts were very impressed.
Showed them how to use the
teach pendant and how easy it was to program the robot. Ended
our visit by showing
them around the facility.
March 20, 2006
Picked up Thompson at his place. Took him out to a nice
restaurant on the wharf before
the game. During dinner, I reemphasized the servicing
advantages of going with Omni.
Asked him what he thought Omni’s chances were in landing the
deal. He said that he
really didn’t know yet and that choosing a vendor was the least
of his worries. He was
taking a lot of heat from the union because the new soldering
line and the robotic test cell
was going to displace 12 employees. I told him how other
companies were dealing with
33. the problem and assured him that things would work out. The
Warriors won the game
110 to 109.
March 27, 2006
Visited Anderson. Found out that there were problems with the
specs. He wasn’t sure
what the nature of the problem was but he knew that completion
of the spec was behind
schedule. Arranged a meeting with him, Thompson, Jefferson,
and my boss, Doug
Barnum, for early next month. Suggested that Reilly be invited
also, but Anderson
thought he wouldn’t attend.
Omni Automated Systems Case Study
6
Went to see Thompson. Asked him about the problem with the
specs. He said that there
was some controversy over who should be responsible for
generating the specs,
34. Manufacturing or Test Engineering. He said that no matter
which way it went,
“Manufacturing would get its needs addressed.” Suggested to
him that clearly
Manufacturing should control the specs since it will be
responsible for operating the
equipment. He smiled and left to attend to other business.
Ran into the foreman on the assembly floor. He seemed to be
pretty unhappy about all
the changes that were being made to the assembly line. He
complained about the fact
that he “had just spent six months getting things running
smoothly and now they were
going to change things all over again.” I sympathized with his
position but reminded him
how much more efficiently his operations were going to run
after the new soldering line
and test cell were installed. He agreed that in the long run his
operations would probably
be better off.
Asked him how the Omni component insertion machines were
performing. He told me
35. that one of the machines was down and had been waiting for
parts for two days now.
Called the people at the service center to find out what was
taking so long to service his
machine. Was told that the parts were on back order and that
they wouldn’t be available
for at least another day. Apprised them of the situation and
suggested that they borrow
the parts from another machine that was down in the field. Was
assured by them that his
machine would be repaired before the end of the day. Relayed
the information to the
foreman who was grateful for the favor.
April 3, 2006
Barnum made an excellent presentation to Jefferson, Thompson,
Roberts, and Anderson
on the company and the product line. He reviewed the
company’s financial status, its
position in the market place, our major account customers, and
our reputation for quality
and service. He also went into quite a bit of detail on the
product line, and in particular
36. the robotic work cells. Few questions were asked during the
presentation, although
Roberts did raise a concern about spares availability for the
robot system. Assured him
that Gentech’s problem with the insertion machine was an
isolated case and that spares
were always readily available for the robot systems.
Distributed to everyone a leather
folder with the Omni logo on it and an Omni pen and pencil set.
Introduced myself to
Jefferson, who, according to Anderson, was probably still upset
about having to share
responsibility for generating the specs with Thompson.
Thompson was supposed to
develop Manufacturing’s requirements while Jefferson was
supposed to define the
detailed technical requirements for the system.
April 22, 2006
Checked in with Anderson to see how things were going. He
said that both Engineering
and Manufacturing had stopped working on the specs until after
the preliminary bids
were in. This would give them time to understand what their
37. real requirements were and
give them an opportunity to look over the preliminary bids.
Omni Automated Systems Case Study
7
Spent the afternoon with Thompson discussing the tradeoffs
between payload
requirements and the impact that it has on cycle time and the
maximum velocity that can
be achieved by the robot arm. Carefully reviewed with him the
impact this decision
could have on the throughput of the assembly line and the types
of boards that the line
could handle. Left him with some additional literature
describing the latest developments
in robot controllers.
Visited the foreman on the assembly floor. Found him watching
an operator load
components in the insertion machine for another assembly pass
on the boards. He
38. complained that the machines should be more flexible and
support any size component in
each of the feeds instead of restricting each one to only certain
sizes of components. I
told him that upgrades to provide that capability were available
for the newer machines
but weren’t available for that particular machine. Explained to
him that upgrade kits
were usually developed only for the more recent model year
machines.
May 28, 2006
Worked with Johnson in developing our tentative bid.
Suggested to him that price,
reliability, and throughput, in that order, should be the key
factors in developing this
proposal. After several hours of discussions, we finally agreed
on a system. I included
variable-speed conveyors, 20-board capacity buffer/loader, 6-
axis direct-drive Adept
robot, and a 68020-based robot controller with teach pendant.
The controller would
include 20 GB of hard disk, 128 MB of memory, five external
ports, and the standard
39. software development environment. It would also include a
one-year warranty and an
optional service contract which would entitle Gentech to
hardware maintenance and all
software upgrades. I felt that based on the preliminary specs
from Moore, the robot we
selected gave Gentech a perfect compromise between payload
capacity and minimum
cycle time. Discussed pricing of the system with Barnum and
decided to offer only a
moderate discount for the preliminary bid state and then a much
more aggressive
discount for the final bid. The bid would go in at $718,500.
The service contract would
be offered at 10 percent of list price, or $75,000 per year.
June 25, 2006
Checked with Anderson to see how our bid looked. He smiled
and told me that all the
bids weren’t in yet and that a decision would be made sometime
in early August.
Arranged to play a round of golf with him next weekend.
August 5, 2006
40. Received a letter from Gentech inviting Omni to bid on the final
specifications. Visited
Anderson later that day to see if I could gather more
information on the bid. Found out
that the other firms invited to bid were IAS, Robotic
Automation, and UA Corporation.
When questioned about our preliminary bid, Anderson
suggested that our bid appeared
high. Assured him that once we had the final specs we would
give them the best price-
performance combination available. Asked about the other
aspects of our bid, and he told
me that the best person to talk to would be Jefferson. Went to
look for Jefferson, but he
had already left for the day.
Omni Automated Systems Case Study
8
That evening I reviewed the specs and the price lists of our
competitors. IAS is a small
entrepreneurial company with approximately 15 installations
nationwide. Felt that IAS
41. probably could offer Gentech a better price but lacked the
experience and stability that
Gentech would want from a vendor. Robotic Automation has
more experience in robotic
applications but it has no other products in the electronic
assembly market and its
experience in these applications is limited.
Although UA offers the same types of robots in its work cells, it
doesn’t manufacture its
own conveyors and board loaders. It could therefore not offer
the same level of
customization in its work cells nor be as price competitive as
Omni could. UA could
offer more capabilities in its robot controller than any of the
other companies, but these
additional capabilities would come at a considerable additional
cost to Gentech. Gentech
would need these additional capabilities only if it found itself in
the unlikely situation of
needing to reprogram the robot to perform significantly more
complex functions than are
currently planned for the test cell.
42. August 6, 2006
Spent the afternoon with Jefferson. Noticed that copies of the
literature that I had left
with Anderson and Thompson were sitting on Jefferson’s desk.
Asked him how our
proposal looked. He said the proposal looked fine at this point
but reminded me that the
final specs were still under development. Reviewed with him
various features of the
robot and robot controller that were proposed for the test cell.
He didn’t seem as
concerned about the controller’s capabilities as much as Omni’s
commitment toward
continuing to upgrade and improve the product once it was
purchased. He said that the
Manufacturing people were concerned about the product
becoming obsolete once new
technologies were introduced. I assured him that Omni was
committed toward
continuing to improve and enhance its products and cited
numerous examples of how the
products in the field were continuing to be improved. Also
reminded that software
43. upgrades and enhancements for the controller would be “free”
under the maintenance
contract. Took note of some technical documentation that he
wanted and told him I’d
drop it off later that evening.
September 2, 2006
Met with Anderson. Found out that responsibility for
developing the specifications had
been given to Jefferson. Jefferson would now be responsible
for incorporating both
Manufacturing’s requirements and Engineering’s requirements
into the final specs. He
said the change was made in the hopes that giving responsibility
for the specs to one
organization would help resolve some of the problems they had
in coordinating the task.
Anderson also confessed that neither group had been able to
make much progress on the
specs due to a lack of criteria upon which the specs could be
developed. This problem
became apparent when they tried to merge Manufacturing’s and
Engineering’s
requirements and found that many of the requirements
44. conflicted. Upon further
investigation, it was discovered that the two organizations had
developed their
requirements based upon different criteria. Furthermore, after
reviewing the preliminary
bids, it became obvious that each vendor had also made
different assumptions about the
Omni Automated Systems Case Study
9
criteria in developing their specifications. Jefferson therefore
had contacted the Moore
consultant and requested assistance in developing appropriate
criteria. Jefferson was due
back at the end of the week.
I knew that this would give me an opportunity to influence the
specs and ensure that they
contained certain features standard in our robots and conveyors.
Having these features in
the specs would give Omni a clear advantage in the bidding.
Made a note to see
Jefferson early next week.
45. September 16, 2006
Spent the morning with Jefferson discussing the benefits of the
Omni system. Made sure
to place special emphasis on features standard in our robots and
conveyors that increase
the mean time between failure and reduce the likelihood of
component failure. Felt
confident that he recognized the Omni advantages. Left him
with some highly technical
literature which described these features.
Went to visit the foreman on the assembly floor and found him
talking to one of the
software engineers that Gentech had recently hired to work on
its process control system.
Asked him if he thought he might also be doing some work on
robotic test cell and he
said that it was a possibility. Told him about the extensive
programming environment
that came with our controllers and the fact that the system could
be programmed off-line
without disrupting production. He mentioned that he had heard
from a friend last year
46. about all of the bugs in the Omni programming environment and
wondered if they had
been fixed yet. I smiled and assured him that those problems
were long since past and
that we now had an extensive quality assurance program in
place. Also told him about
the many horror stories I had heard about the programming
environments in the UA and
IAS systems and that my understanding was that some of those
problems were still not
fixed.
September 30, 2006
Met with Jefferson at his request. He had been reading a trade
journal about the state of
the art in robot systems and had noticed that Omni was rarely
mentioned in the article as
a leader in the field. He said that he was concerned about
selecting a vendor that would
maintain a state-of-the-art product since future robotic
installations would most likely
involve the same vendor. I told him about some of our pending
product announcements
and the types of advanced research that we were involved in. I
47. also reminded him that
although we might not lead the robotics industry as a whole, we
did lead the industry in
the field of robotics applied to electronics assembly, the field
that Gentech should be
most concerned about. He agreed and seemed satisfied that
Omni could meet all of its
future requirements.
October 15, 2006
Had lunch with Anderson. Found out that Thompson had been
transferred to another
organization within Gentech and that Roberts had been
promoted to plant superintendent.
Anderson wouldn’t discuss the circumstances surrounding
Thompson’s transfer and
encouraged me not to bring it up with Jefferson or Roberts.
Also discovered that Reilly
Omni Automated Systems Case Study
10
had formed a new group called Computer Integrated
Manufacturing to be responsible for
48. the various computer systems that manufacturing had acquired.
Asked Anderson if he
thought this new group would have any say in the selection of
the test cell. He said that
Jefferson would be representing their interests and that no
changes to the selection
committee were anticipated. Invited Anderson, Roberts, and
Jefferson to the Robots 8
conference that was to be held in Santa Clara at the end of the
month. Left exhibit passes
at the location of Omni’s hospitality suite with Anderson.
October 29, 2006
Met Anderson, Roberts, and Jefferson at our hospitality suite.
Introduced them to our
vice president of marketing, Dan White, and several other Omni
executives. Took them
on a tour of our exhibit booth and showed them our work cell
demonstrations. Gave
them each a ticket to tonight’s conference gala dinner and
encouraged them to stay for
the festivities. Learned from Anderson that the specs would be
ready by November 15.
49. Told him that I would come by to pick them up and then
excused myself to meet another
client.
November 15, 2006
Picked up the final specs from Anderson. He said that the bid
presentation for all four
suppliers would be held on January 20. We would be given two
hours to make our
presentation, at the end of which we were to hand in our final
bid. Our assigned time slot
was from 1 to 3 p.m.
Went back to the office to review the specs. The specs
contained some unexpected
requirements. Gentech had gone along with our robot and
conveyor specifications, but
had specified additional board loading capacity and a
significant number of additional
capabilities in the robot controller. The board loader would be
no problem, since we
custom build our own; the robot controller however, could be a
problem. Asked Johnson
to start putting together our final proposal and arranged for him
50. and Barnum to
participate in the formal presentation. Called Jefferson and
arranged to meet with him
after the holidays.
November 29, 2006
Spent the afternoon going over the final specs with Jefferson.
Found out that the
additional capability in the robot controller was required for a
bar coding system that
Gentech planned on installing in the future. Discussed various
alternatives for providing
that capability and sold him on one that could be satisfied by
our current controller.
Reviewed all other aspects of the specs with him, pointing out
Omni benefits and features
along the way. He seemed satisfied that Omni could deliver as
promised. Stopped by to
see Roberts and Anderson, but both were tied up in a meeting
for the rest of the day.
December 18, 2006
Sent Anderson, Roberts, and Jefferson each a large holiday box
of gourmet foods for the
51. coming New Year. It contained fine cheeses, meats and
chocolates.
Omni Automated Systems Case Study
11
January 10, 2007
Reviewed our final proposal with Johnson and Barnum. The
proposed system contained
only minor modifications from the one submitted for the
preliminary bid. Decided to
include more memory and a larger disk in the controller and
modify the board loader
specs to conform to those called for in the final specifications.
After several hours of
discussion, we decided to go in with a bid of $687,000.
January 21, 2007
The presentation went extremely well. Barnum started with a
brief corporate overview,
52. stressing Omni’s reputation for innovation, reliability, and
service. Johnson followed
with a discussion of the technical aspects of our proposed test
cell, making sure to point
out how each of the requirements in the Gentech specs was
satisfied. I summed up the
presentation and handed the bid to Reilly. Anderson thanked us
for a “superb”
presentation and said that we would hear from them by late
February.
February 26, 2007
Received a call from Anderson notifying me that Omni had lost
the bid. He said that the
committee had narrowed the field down to Omni and UA and
that UA had just edged us
out. He couldn’t pinpoint one particular reason for the
selection, but did say that cost did
not play a large factor in the decision since both companies
came in at about the same
price. He added that each member of the committee had a
different reason for preferring
UA, but that all were unanimous in the feeling that UA would
better satisfy the
53. company’s needs. When asked about the possibility of having a
meeting to discuss the
issue, he replied that his orders were to tell all vendors that the
committee’s decision was
final and that the matter wasn’t open for discussion. He
congratulated me on the job I
had done representing Omni and said that he hoped this decision
wouldn’t affect our
friendship.
Omni Automated Systems Case Study
12
Appendix 1
Note: This document provides a preliminary description of the
robotic test cell for Gentech
Office Equipment Company. These specifications are based
upon information provided by
Gentech, Ace Electronics and Bitmico Tester Corporation. All
specifications are subject to
change.
54. General Description
Figure 1 shows the general layout of the robotic test cell. The
test cell consists of one
incoming conveyor and two outgoing conveyors, a robot and
three Bitmico 8000 testers.
The input conveyor receives the board from the solder wash
station of the solder line and
regulates the throughput to the robot cell. The robot should be
outfitted with a double
sided end effector so that board loading and unloading can be
accomplished within a
minimum cycle time. The robot moves the board from the board
loading station to one of
the available testers. The robot removes the tested board from
the tester with the side of
the end effector not holding the board to be tested. After
placing the untested board onto
the tester, testing of that board is initiated. The tested board is
moved to a bidirectional
belt for feeding onto one of the two outgoing conveyors. Based
on the results of the
55. board test, the board is placed on either the “passed” or “failed”
conveyor.
Board Specifications
Boards will range in height from a minimum of 5 inches to a
maximum of 24 inches and
will range in width from a minimum of 7 inches to a maximum
of 30 inches. Maximum
warp and twist of the board will be .01 inches per inch of board.
A fully assembled board
will range between .5 and 5 pounds in weight. The maximum
height of any component
on the board will be .75 inches. Component bodies will not
extend into an area .2 inches
wide along each edge of the board. A tooling hole is located in
the upper left, lower left
and lower right corners of the board. These holes will be .15
inches in from each of these
corners and will be .09 inches in diameter. These holes are
used to mount the board into
the test fixture.
Tester Specifications
56. The testers are Bitmico 8000 in-circuit testers. They are
equipped with an RS-232C port
which allows communication with the tester. Testing can be
initiated and test status (e.g.,
test in progress, board failed, board passed, tester idle, test
fault) can be polled through
this interface. An interrupt signal is generated by the tester
when testing is complete.
The period of time required to test a board varies depending on
board complexity, but
typically takes 15-20 seconds. There is a 10 foot vertical
clearance envelope around the
test bed. Pins for the test fixture are .085 inches in diameter
and 1 inch in height. For
more details on the tester contact Bitmico customer support.
Omni Automated Systems Case Study
13
Appendix 1
57. Figure 1
Conveyor Requirements
The output conveyor from the solder wash station is 4 feet in
height 2 feet in width and
moves at the rate of 15 feet per minute. Boards will be spaced a
minimum of 5 feet apart
on the conveyor and will be oriented such that the tooling holes
are located in the upper
left, lower left, and lower right corners of the board. The input
conveyor for the test cell
should be 30 feet in length and be capable of buffering a
minimum of 15 boards.
The output conveyor for the failed boards should be 4 feet in
height, 2 feet in width and
50 feet in length. The conveyor should be capable of speeds
ranging form 10 to 30 feet
per minute. The conveyor will feed a rework area where failed
board will be processed.
Input from solder
58. wash station
Input Conveyor Board
Loader
Robot
Tester
#3
Tester
#2 Tester
#1
“Failed”
boards
Conveyor
“Passed”
boards
Conveyor
Omni Automated Systems Case Study
14
The output conveyor for the passed boards should be 4 feet in
height, 2 feet in width and
55 feet in length. The conveyor should be capable of speeds
ranging from 10 to 35 feet
59. per minute. The conveyor will feed a packaging area where
boards will be packaged for
shipment.
Robot Controller Requirements
The controller is required to coordinate the actions of the robot,
the three testers, the input
conveyor, the bidirectional belt, and the two output conveyors.
In addition to the normal
operation of the test cell, the conditions shown in Table 1
should be handled with the
specified remedial actions.
Condition Action
One or more of the testers is
inoperative.
Continue testing with the
operating testers.
Input buffer is almost full. Continue testing and issue a
60. warning to the operator.
Input buffer is full. Stop the robot and signal for the
operator.
A tester is not responding. Continue testing with the other
testers and issue a warning to the
operator
N consecutive failed boards have
been encountered.
Stop the robot and signal for the
operator.
Either of the output conveyors has
been shut down.
Stop the robot and wait for
conveyor(s) to be restarted.
Table 1
The robot should be programmable either through a teach
pendant of off-line through the
61. controller’s software environment. Adequate flexibility and
functionality should be
provided in the system to allow modification or customization
of the system in the future.
System Requirements
The overall test cell must have a minimum 2000 hour mean-
time-between-failure and a
96% uptime. The work cell noise level should not exceed
continuous 80 db.
A safety shield should be included in the design of the test cell.
The robot work envelope
must not be accessible by the operator without emergency
stopping the robot.
Case Report Guidelines
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From the Syllabus..Case Assignments..
• Case reports (2, individual or in the groups of two)
62. – A case report is 3-5 pages
– Let me know, if you want to work with someone by Jan
31st
– A case help chat a week before the case is due
– Office hours are online (phone, email, chat)
– 40 % of your grade
Steps to a Successful Case Report
1. Read the case.
2. Determine, what is the problem in the case
(questions). Write it down.
3. Do some research on the topic and the company.
(Mandatory: at least 2 outside references)
4. Write the introduction and draft recommendations
for the problems/questions, and the cover letter.
5. Let your report sit for a day. (Ask your friend to read
it and give feedback.)
6. Polish you report. Check citations and references.
7. Submit your report via Dropbox. (see next slide)
Formatting of your report
• A letter size paper, 1 inch margins, double spaced,
63. font Times New Roman, Arial or similar, font size 12
• Add a cover letter (your name, course, the name of
the case)
• Covert your word.doc to PDF file (save as -> PDF)
• Submit via Dropbox in courseden.
Case Report GuidelinesFrom the Syllabus..Case
Assignments..Steps to a Successful Case ReportFormatting of
your report
BUSI2701D Fundamentals of International Business
Assignment # 2 – Business Report: Company Analysis
You are an analyst in the Industry Department of the
government of a DEVELOPING nation (for this assignment, the
particular country is not important). Like many developing
nations, the majority of your workforce is unskilled to semi-
skilled, and your country is trying to develop an industrial base
which will provide jobs and help raise the standard of living of
the population. However, your government is wary of letting
foreign companies set up operations in your country that might
harm, or treat unfairly, the country, its people or its resources.A
number of companies have recently petitioned your government
for permission to set up operations in your country. You have
been asked by the Minister of Industry to analyse your choice of
any one of the companies on the list provided below.As this is
an individual assignment, do not collaborate with others in
completing the assignment.
64. Company List:
• Fiat S.p.A.
• General Dynamics
• GlaxoSmithKline
• Kroger
• Nokia
• Yum! Brands
The Minister is a very busy person so it is important that the
report be written in a clear and concise manner. It will be
judged on the factual information it contains, the clarity of your
argument and the depth of your analysis. Please note that you
should not try to gather data which supports only one side or the
other of whether or not to give the company permission to
proceed. Rather, you should gather all the pertinent data and let
your analysis guide you to the best recommendation.
The report is to be sevenpages maximum (double spaced, Times
New Roman, 12 pt. font, 2.54 cm margins) plustitle page,
references and appendices.The title page must contain your
name, student number, name of course and professor, date, and
the company you have chosen from the list provided.The first
half page (maximum) of the report will be an executive
summary of the report’s highlights, including your
recommendation. The remainder of the pages will cover the
material noted in the rubric below with marks allocated as
shown. Please number the pages and use the items listed in the
rubric as headings in your report. Submit your report on CU
65. Learn. A paper copy is not required.
The report must cite at least six different sources. Information
sources could include the globalEDGE Website referred to in
the Hill textbook (http://globaledge.msu.edu), Forbes Global
2000 (http://www.forbes.com/global2000/), the company’s own
website and annual reports, the list of company databases
provided on CU Learn,from business journals, business
newspapers, business websites, etc. Be wary of relying too
heavily on any one source, especially a company’s own website
as they will most certainly put a positive spin on all of the
company’s activities. Do not use Wikipedia as a source.
Ensure that all data is cited in APA Style. Guidelines for APA
Style can be found at:http://www1.carleton.ca/sasc/ccms/wp-
content/ccms-files/apa_style2.pdf. In this report, there should
be few, if any, quotes. If you do use a quote, ensure that it is in
quotation marks and properly cited. Keep in mind that if a
quote is not in quotation marks and properly cited, it is
consideredplagiarism.
Please note that Carleton University offers a Writing Tutorial
Service through the Student Academic Success Centre which
provides free face-to-face sessions to help you with your
writing. This may be especially helpful for those for whom
English is a second language. Information can be attained on
their website (http://www1.carleton.ca/sasc/writing-tutorial-
service/).
Assignment #2 Rubric
Items / Headings
Item % of Grade
Description
Executive Summary
66. 10
Provide a concise and very well written summation of the whole
report including recommendation and conclusion. Maximum
length one-half page.
Company Description
10
The industry or industries the company operates in, the size of
the company in annual revenue and workforce size, where the
company is headquartered, the types of goods and services the
company provides, how stable and successful the company
seems to be, and any major news stories about the company over
the last few years. Include any other information that you feel
will be relevant to your analysis and
recommendation/conclusion.
Company’s International Strategy
15
Describe the company’s strategy (in your own words), and why
you think it follows such a strategy as opposed to other
67. strategies, especially in the context of the balance between cost
competitiveness and local responsiveness. Identify who the
company’s competitors are, whether or not they follow similar
or different strategies.
Company’s Marketing Approach
15
Identify where the company sells its major product lines and
why you think it a) chooses these regions/countries andb) how
these choices have affectedproduct/ service marketing
strategies.Particular emphasis should be placed on the
components of the marketing mix: product (level of
standardization or customization) placement (distribution
channels), promotion (communications methodologies) and
pricing, that the company may use in its major target markets.
Company’s Supply Chain Approach
10
Identify if it does produce its major line(s) of goods and
services (i.e. make), and if so why; and then provide a rationale
for why you think it chose certain regions/countries to produce
is goods and services based on country factors, technological
factors and product factors. If it does not produce its major
line(s) of goods and services (i.e. buy), then identify why it
chose this path, and then provide a rationale for the
regions/countries (e.g. location economies, competencies)
where its supply chain partners (from whom they buy) are
located.
Company’s Human Resource Management (HRM) Approach
68. 5
Identify any information relative to the company’s approach to
HRM in international settings. This could include such things as
the demographic nature of the executive leadership,
staffing/selection policies, training, benefits, or expatriate
policies that may affect the performance of that firm in your
country.
Analysis
20
Provide an analysis of the risks and benefits inherent in
allowing the company to do business in your country. This
section must be a logical distillation ofthemost important facets
of the previous sections, with an emphasis on whether the
company in question brings any value to your developing
country.
Recommendation and Conclusion
5
Your recommendation regarding allowing the company to set up
operations in your country. This section must be a logical
follow-on from the summary of risks and benefits.
Presentation and appendices
5
Presentation: Spelling, grammar and clarity of writing.
Relevance of appendices.
References
5
Use of at least six different sources.Accurate use of the APA
citation system.
100
Databases with Company Specific Information
Provided by: Trish O’Flaherty, Reference Services, Carleton
Library
69. Please don’t hesitate to book an appointment with me for help
on these databases or other library business resources. You can
email me at [email protected] or ask for me at the Research
Help Desk, Level 2 Library.
Canadian
· FP Advisor
· First stop for Canadian companies.
· Select Company Snapshots from left hand side
· Key in company name and click on your company name
· Look for Historical Report (if your company is a large
company FP will provide aHistorical Report.) Contains history
and data on company from date of incorporation
· Look for Corporate Analyzer – here you will find financial
data for 7 years
· Explore remaining table of contents for full picture of
company
· SEDAR - from the Ontario Securities Commission – find
official documents such as 10k report (A form 10-K is an annual
report required by the U.S. Securities and Exchange
Commission).
· TSX-E Review – from the Toronto Stock Exchange
Global (includes Canadian data)
· Mergent Online
Includes Mergent Industry Reports. Excellent source for
comparing companies within an industry
· EDGAR Security Exchange Commission – find 10k etc.
Factiva
· Best source for non-North American companies and news for
all companies.
· For company data select Companies/Markets from top tool bar
· Click on Company
· Scroll down initial page and explore table of contents on left
side.
70. · GMID
· Provides company profiles plus data on size of industry by
country, industry profiles, forecasting by country, etc.
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