Executive Summary Richter’s CIO is facing two major decisions – is the current IT structure appropriate to meet the growing demands of the overall organization and to what extent should IT at affiliates be centrally controlled. This report will outline the current situation‚ provide alternative solutions‚ as well make a recommendation on the best alternative and implementation plan. It is recommended that Richter’s outsource the more routine IT functions. The current governance model should
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01.Retern on capital employed (ROCE) (Return/Capital employed) × 100 2007 2008 2009 Return 654420059 963775308 1156895419 Capital employed 2941937693 13932986985 13512352515 ROCE 5.85% 4.99% 8.56% Table: ROCE 02.Return on shareholders’ fund (ROSF) {Net profit for the period/(Share capital+Reserve)} 2007 2008 2009 Net profit for the period 3597024812 4010167059 4868256915 Share capital+Reserve 1932104953 1554528420 1806443640 ROSF 1.86 2.58 2.69 Table: ROSF
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Orion Pharma Solvency Measures Solvency measures show the firms balance between current assets and current liabilities. Net Working Capital: Net working capital = Current Assets (CA) – Current Liabilities (CL) All amounts are in BDT. Years 2010 2011 2012 2013 2014 Current Assets 229.86M 269.44M 232.82M 288.65M 289.70M Current Liabilities 338.36M 222.52M 214.08M 327.60M 522.97M Net Working Capital (CA – CL) -108.5.34M 46.92M 18.73M -38.95M -233.26M Orion Pharma’s NWC improved abrubtly in
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Historical Background of the company: Square today symbolizes a name – a state of mind. But its journey to the growth and prosperity has been no bed of roses. From the inception in 1958‚ it has today burgeoned into one of the top line conglomerates in Bangladesh. Square Pharmaceuticals Ltd.‚ the flagship company‚ is holding the strong leadership position in the pharmaceutical industry of Bangladesh since 1985 and is now on its way to becoming a high performance global player. The company plays a
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The Evolution of Sales Models in the Indian Pharma Industry By AmArdeep Udeshi‚ engAgement mAnAger‚ ims ConsUlting groUp And mohit BAhri‚ ConsUltAnt‚ ims ConsUlting groUp Dear colleagues‚ We are proud to present to you the outcome of a unique initiative jointly undertaken by OPPI and IMS Consulting Group (IMSCG). As part of the OPPI Committee on Sales Force Excellence (SFE)‚ a decision was taken last year to understand the prevailing practices and emerging trends with respect to Sale Forces
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Stakeholders Management [Student Name] [Institution Name] TABLE OF CONTENTS ABSTRACT 4 CHAPTER ONE: INTRODUCTION 5 1.1 Background of the Study. 5 1.2 Statement of the Problem 8 1.3 Research Objectives 9 1.4Research Questions 9 1.5 Research Hypotheses 10 1.6. Significance of the study 10 1.7. Research limitations and delimitations 10 Limitation 10 1.8. Justification of the Study 11 1.9 Theoretical Framework 11 1.9.1. Conceptual Framework 12 DEFINITION OF TERMS 14 CHAPTER TWO: REVIEW OF RELATED
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SUN Pharma Company was established as a partnership firm by Dilip Sanghvi & his family to manufacture pharmaceutical formulations at Vapi‚ Gujarat. The Company specializes in selected therapeutic segment to psychiatry‚ cardiology‚ neurology‚ gastroenterology‚ orthopedics‚ ophthalmology nephrology and diabetology. It also makes Active Pharmaceutical Ingredients such as warfarin‚ carbamazepine‚ etodolac ‚ clorazepate‚ anticancers‚ steroids‚ peptides‚ sex hormones‚ and controlled substances. It is
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First Element: Stakeholder Categories Identifying all stakeholders is the midlevel leader’s first mission. Stakeholders include everyone who will need to contribute to the project or who could be affected by the project. This requires looking across all directions of the internal organization‚ as well as outside (customers‚ clients‚ vendors‚ contractors‚ media‚ etc.) Those stakeholders are then categorized into four distinct groups: Superordinate‚ Subordinate‚ Customers‚ and Complementors/Blockers
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there are several stakeholders that have conflicting vision as to healthcare administration. Looking at the few key stakeholders‚ it is comprised of Patients‚ Physicians‚ Hospitals‚ and Payors. Each of the respective groups have different view points on how healthcare administration is judged to be a successful delivery. Exploring each stakeholder’s view of healthcare will provide us with a better understanding of their goals. Understanding the vision of each stakeholders in healthcare allow
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Stakeholder We have identified nine groups of stakeholders who are either most affected by our product or who most affect our product. These are employees‚ consumers‚ customers‚ shareowners‚ government and regulatory authorities‚ non-government organizations‚ local communities and civic societies‚ and suppliers‚ including Coca-Cola AMATIL. We aim to keep these groups informed about our product and to have constructive discussions with them on issues of common concern. Through direct engagement
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