Would you make if you were Jane Barrow? Why that one? If I were Jane Barrow‚ I would suggest shale gas as the best. Since the industrial‚ electric power and residential make a large contribution for the use of natural gas‚ the stakeholder in these parts are very important. After multiattribute risk analysis‚ the chart from Exhibit 10 shows they are care about using energy produced in their own jurisdiction. From the Exhibit 3‚ with the increasing need of natural gas to satisfy consumption‚ more
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GENZYME´S CSR DILEMMA: HOW TO PLAY ITS HANDS 1. INTRODUCTION Twenty years ago and earlier‚ with rare exceptions‚ the only corporate charity was a bit of gifting by the CEO‚ perhaps to the arts. Ten years ago‚ corporate philanthropy and volunteerism became popular as an a la carte add on. In these posts from the Clinton Global Initiative (CGI)‚ I am turning the spotlight on the avant garde of CSR: companies that make community and global problem-solving part of their business platform‚ thus
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Case: Genzyme Corporation Problem: High equity financing company Genzyme has a tradition to be financed with equity. High equity ratio has advantages such as low agency costs related to debt‚ lower financial stress and more flexibility for management‚ which is especially crucial for start-up companies‚ such as in the early stage of Genzyme. However‚ besides losing the tax shield from debt‚ high equity financing leads to an increasingly diffused ownership‚ which would in turn causes problems such
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homeless‚ parents returning to work‚ students who are the first in their families to aim for higher education and school students. The company Marks & Spencer (M&S) is one of the UK’s leading retailers of clothing‚ food‚ home products and financial services. Ten million people shop each week in over 375 M&S stores in the UK. In addition M&S has 155 stores managed under franchise in 28 territories‚ mostly in Europe‚ the Middle East‚ Asia and the Far East‚ as well as stores in the Republic of Ireland
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ENT4400 – SUMMARY + REFLECTION Case study: Genzyme‚ schilling‚ chapter 6 page 105-109 Summary of the case: Genzyme was founded in 1981‚ Sanofi purchased the company in 2011. They went public in 1986‚ raising 27 million dollars. Genzyme startet as a start up Company by scientists studying genetically inherited enzyme diseases. Their strategy didn’t focus on the “blockbuster drugs” like other biotechnology companies but drugs for rare diseases. To developing a drug‚ it takes 10-14 years at
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Case Analysis: Genzyme’s CSR Dilemma: How to Play its HAND. Background Considered a leader in the biotechnology industry‚ Genzyme has come a long way since its inception as a supplier of basic chemicals and reagents in 1981. As a leader in the development of orphan drugs‚ Genzyme realized revenues of almost $4B in 2007. Greater than 30% of its revenue in 2007 is attributed to the sales of drugs that target orphan diseases‚ such as Cerezyme‚ a novel Genzyme drug used to treat Gaucher disease
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1. How does Genzyme’s focus on orphan drugs affect the degree of competition it faces? How does it affect the bargaining power of customers? For a drug to qualify as an ‘orphan drug’‚ a disease must only afflict less than 200‚000 people worldwide. From this we can understand that Genzyme’s target market is a very small niche and consequently there is very little competition. Big pharmaceuticals primarily focus their resources on ‘blockbuster’ drugs because there is a large market to target. Since
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Genzyme Corp. Genzyme Corporation operates as a biotechnology company worldwide. It focuses on rare genetic disease disorders‚ renal diseases‚ orthopedics‚ cancers‚ transplant and immune diseases‚ and diagnostic and predictive testing areas. Its leading drugs are Cerezyme‚ Fabrazyme‚ Myozyme‚ Aldurazyme‚ Elaprase‚ Renagel and Renvela‚ and many others. It has about 7‚000 employees. The current Chairman‚ President‚ & CEO is Henri A. Termeer. The company was founded in 1981 and is based in Cambridge
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to purchase a U.S. biotech company as rumors circulate about Genzyme. 7/29/2010- Sanofi sends a private letter to Genzyme’s board of directors offering $69/share in cash. 8/22/2010- Genzyme rejects Sanofi’s offer. 8/29/2010- Sanofi goes public with its offer of $69/share. 8/30/2010- Genzyme publicly rejects Sanofi’s offer once again. 10/4/2010- Sanofi goes hostile and begins to directly solicit to Genzyme shareholders maintaining the $69/share value. The offer is
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Genzyme Case Study: Table of Contents Problem Identification......................................................................................................3 Alternative Solutions.........................................................................................................4 Recommendations.............................................................................................................5
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