It also led to the company's U.S. name change in April 1995 from Miles Inc. to Bayer. In January 2005, Bayer Consumer Care completed the acquisition of Roche Consumer Health (RCH). As a result of the merger, the division now has more than 6,400 employees around the globe. The division now ranks among the top three OTC consumer health organizations in the world, with a presence in more than 120
astrazenica the changing business environment and the role of the mergers and acquisitions in the evolution of the company AstraZeneca PLC is one of the world's leading pharmaceutical companies. Its corporate headquarters are in London, its research and development headquarters are in Södertälje, Sweden, and it has manufacturing facilities in 19 different countries. The company operates nine research and development sites and has sales in over 100 countries worldwide. AstraZeneca focuses its drug business on seven medical areas: anesthesia and pain control, cardiovascular, central nervous system, gastrointestinal (in which it is the world leader), infection, oncology, and respiratory. Its product range includes Losec--marketed in the United States as Prilosec--the world's top selling prescription drug, and Seloken, the world's leading cardioselective beta-blocker.
Cangene also acquired Twinstand Therapeutics and under the agreement acquired the products, technologies and financial attributes, including those related to tax. Cangene is building their commercial pipeline through acquisition, internal R&D efforts, and sales and marketing. INTRODUCTION TO PRODUCT LINE Fig 1: Products in pipeline.  WINRHO WinRho immunoglobulin produced by Cangene is generates most of the company’s revenue. In 2009, WinRho pulled in $41.5 million,
P&G business operations are divided into three main units; Beauty Care, Household Care, and Health and Well-Being, which are all divided into even more segments. Maintaining the popularity of their existing brands, extending its brands to related products, and innovating and creating new brands from scratch are the three focuses as a business that each division focuses on. They employ more than 140,000 in 80 different countries across three continents. Procter and Gamble has been an industry leader in innovation and global business solutions for decades but “In the spring and summer of 2000, P&G experienced one of the most demanding challenges in its history. After missing earnings commitments, the Company's stock declined dramatically, resulting in a loss of nearly $50 billion in market capitalization.” (P&G Revolutionizes Collaboration with Cisco, 2008) Without this revolutionary approach Procter and Gamble’s growth would have become stagnant, allowing other consumer product companies to capitalize on the reduced competition, ultimately resulting in lost market share.
ACG6175 – Final Examination Name ___________________________________________________ Panther ID ______________________________________________ Score: Question: 1 / 4 2 / 4 3 / 4 4 / 4 5 / 4 Total / 20 NEW YORK--(BUSINESS WIRE)—01/09/2008 Alcoa (NYSE: AA) today announced it achieved record results in revenues, income from continuing operations and cash from operations for the full year 2007. Revenues for 2007 were $30.7 billion, compared to $30.4 billion in 2006. Annual income from continuing operations rose to $2.6 billion, or $2.95 per diluted share, for 2007, a 19 percent increase compared to $2.2 billion, or $2.47, in 2006. And, cash from operations for 2007 increased 21 percent to more than $3.1 billion from $2.6 billion in 2006. “For the second year in a row, Alcoa has achieved company all-time records in revenues, income from continuing operations and cash generation,” said Alain Belda, Alcoa Chairman and CEO.
Merck Financial Review Today Merck is a conglomerate of Merck and Schering-Plough that merged in November 2009, which is at the present time the second-largest health care company in the world and a global leader in consumer products and animal care (Merck, 2012). Merck has a financial improvement over the past year. The increase can be attributed to growth of many medications produced, such as Singulair, a medicine for the chronic treatment of asthma and the relief of symptoms of allergic rhinitis, and Gardasil, a vaccine to help prevent certain diseases caused by four types of human papillomavirus (“HPV”). However, this increase was offset because of negative trends in other human and animal medications, such as Cozaar and Hyzaar, treatments for hypertension as well as the loss of marketing rights to three medications, Caelyx, Subutex, and Suboxone. Medicaid rebates recently implemented by the U.S. healthcare reform also made a negative impact on revenues (Merck, 2012).
Kendle Net Income margin of 5.3 % in 1996 is much higher than 1.6% of the Quintiles which is considered to be the “golden standard” of the industry and more than double more than 2.2% net income margins average. These good financial ratios can be explained by the in-depth control of financial performance of the Company by its owners and Kendle preparation to the IPO process. By 1996, Kandle conducted clinical trials for 12 of the world’s 20 largest pharmaceutical companies. Research is a labor-intensive business and Kendle focuses a lot on maximizing labor utilization on 65 % to 70% utulazation rate to make sure that the profit margins are higher, especially on the operational level. With a qualitative and experienced management team Kendle organized the well-defined organizational structure where all the strategic business units carried profit responsibility.
By1992, its sales were reported to have more than tripled, to nearly $100 million, making Haagen–Dazs the market leader of premium ice-cream in Europe. In the UK, the original launch country, Haagen-Dazs had taken a 19.5% value share of the premium sector (or 28% according to Haagen-Dazs), which represented one-eighth of the total ice-cream market in just two years, according to Warburg Industries. Haagen-Dazs had increased its share of this total market from 0.5% in 1990 to 4.9% in 1991 (Nielsen Frozen Food Service). During the same period, the UK ice-cream market took d dip from ￡763.9 million to ￡762.8 million. The introduction of Haagen-Dazs in the UK-helped by world-beating Mars count line extensions (Mars, Bounty, Galaxy, Milky, Milky Way and Snickers) into the ice-cream market in 1988 – had increased the profile of luxury ice-cream in the UK and Europe, making it the fastest-growing sector of the ice-cream market .
Case Study: Novartis Accelerated leadership development When Novartis wanted to increase its leadership bench strength, it turned to Hay Group. In response, Hay Group consultants performed in-depth assessments of high-potential employees and created metrics-driven accelerated leadership development plans for them. And the results were dramatic: successful home-grown executives, a strong; steady presence of up-and-coming talent on the bench; the ability to fill most of the organization’s top 350 positions internally; and the ability to identify, develop, and retain tomorrow’s leaders. A five-year career-development plan Novartis AG is a world leader in offering medicines to protect health, cure disease, and improve well-being. Its goal is to discover, develop, and successfully market innovative products to treat patients, ease suffering, and enhance the quality of life.
Metabical Cambridge Sciences Pharmaceuticals (CSP) 1. International health care company 2. Had $ 25 billion in sales in 2007 3. Makers of two important products: a. Zimistat – most successful product launched till date, and b. Metalbical – safe and effective for moderately overweight individuals Barbara Printup, Senior Director of Marketing, CSP has been entrusted the task of launching Metabical, which is scheduled for January 2009. CSP has spent 10 years and $ 400 million developing Metabical. A successful launch of Metabical will strengthen CSP’s positioning in the market.