...The Crucial Roles of Professional Accountants in Business in Mid-Sized Enterprises Professional Accountants in Business Committee International Federation of Accountants 545 Fifth Avenue, 14th Floor New York, New York 10017 USA The mission of the International Federation of Accountants (IFAC) is to serve the public interest, strengthen the worldwide accountancy profession and contribute to the development of strong international economies by establishing and promoting adherence to high-quality professional standards, furthering the international convergence of such standards and speaking out on public interest issues where the profession’s expertise is most relevant. This publication was prepared by IFAC’s Professional Accountants in Business (PAIB) Committee. The PAIB Committee serves IFAC member bodies and the more than one million professional accountants worldwide who work in commerce, industry, the public sector, education, and the not-for-profit sector. Its aim is to enhance the role of professional accountants in business by encouraging and facilitating the global development and exchange of knowledge and best practices. This publication may be downloaded free-of-charge from the IFAC Web site at http://www.ifac.org. The approved text is published in the English language. Copyright © September 2008 by the International Federation of Accountants (IFAC). All rights reserved. Permission is granted to make copies of this work provided that such copies are for use in...
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...INTRODUCTION The 1990’s saw a highly fragmented pharmaceutical industry with many competitors. The top ten firms in pharmaceutical sales held 28% market share in mid-1995. The top 50 firms held just over 60 percent. Changes were occurring in the pharmaceutical industry in the 1990’s. With pharmaceutical benefit management (PBM) firms working to reduce costs, pharmaceutical firms held less power. PBMs sought to reduce the number of supplier firms by only purchasing from the largest firms and requiring doctors to prescribe drugs from approved lists called formularies. Many pharmaceutical firms saw mergers as a means of reducing costs and increasing market share. On August 20, 1995, two pharmaceutical companies by the names of Upjohn Company and Pharmacia AB announced that they were forming a “merger of equals.” Upjohn Company, incorporated in the U.S., and Pharmacia AB, incorporated in Sweden, would combine to form the ninth largest pharmaceutical company in the world. PHARMACEUTICAL INDUSTRY: PRE-MERGER The pharmaceutical industry at the time of the case was very attractive. The attractiveness of this industry can be determined using Porter’s Five Forces, a model for industry analysis. This model looks at barriers to entry, supplier power, threat of substitutes, and buyer power as they relate to industry rivalry. BARRIERS TO ENTRY The pharmaceutical industry has high barriers to entry. A company should expect to spend up to 15 years and up to $600 million to bring...
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...The Global Pharmaceutical Industry Case Study Sarah Holland (Manchester Business School) and Bernardo Bátiz-Lazo (London South Bank University) Scenario Planning. A Worked Example in this Industry Context!. Step 1. Key trends • the pharmaceutical industry facing a rapidly changing environment, which offers both opportunities (such as harmonisation of regulatory requirements) but also threats (more discriminating purchasers) • the need for global presence to achieve adequate return on escalating marketing capabilities and R & D costs: • a strong focus on healthcare cost containment, such that new treatments must be justified on cost-benefit grounds, adding to development costs; • to command price premiums, new products must offer unique benefits, yet information leakage means that most products are imitated rapidly; • IT developments provide greater access to detailed healthcare information for both providers and patients, also pushing forward cost-effective treatments: • Educated consumers demanding advances in therapy; • There are opportunities to change organisational models but no-one has yet found a feasible alternative; • Continued industry consolidation. Step2 Identify and list forces likely to have an high impact on the industries future development. a) Increasing concentration of buyers b) Increasing power of distributors (parallel trade) c) Generic substitutes d) Scientific advances leading to new...
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...Manual CASE TEACHING NOTES The Global Pharmaceutical Industry Sarah Holland (Manchester Business School) and Bernardo Bátiz-Lazo (London South Bank University) 1. Introduction The case describes how the prescription pharmaceutical industry has changed since its modern beginnings in the early 1950s. The various forces affecting the competitive environment of the industry are discussed in terms of origins, immediate past and immediate future (2004 onwards). As a result, the note provides insights into the evolution of barriers to enter and exit the industry for prescription pharmaceuticals, while aiming to help students to recognise how to set boundaries for an industry. This is a detailed industry note on the “ethical” pharmaceutical industry which provides an opportunity to analyse key success factors of major players. The note centres on a descriptive overview of the predominant issues in the three major Triad market areas: the US, Europe and Japan (although major issues in emerging markets are also mentioned). The note covers the overall industry environment with in-depth discussion of the driving forces in the industry such as globalisation (in particular global regulatory issues, changing world demographics and worldwide pricing disparities); development of new technology; the importance of time to market; and amalgamations. The case also examines issues around corporate social responsibility. 2. Position of the Case The pharmaceutical industry case study lends...
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...CLAUDINE MADRAS Teva Pharmaceutical Industries, Ltd In Israel we have a 1970s song based on a poem from 1953 by Amir Gilboa about Theodor Herzl.1 It has a line in it about Herzl: “Suddenly a man rises in the morning, feels he is a people, and starts walking.” That is exactly what Hurvitz did. Suddenly he woke up in the morning, feels he is a giant world class company, and starts walking. No one, aside from Herzl, has accomplished anything as remotely as impressive in this country as Hurvitz. It was impossible, a million to one odds at best, and he still did it. He woke up one morning and started walking. — Ori Hershkovitz, equity analyst at Tel Aviv-based Leader & Company The markets had not been kind to Teva Pharmaceutical during the first half of 2006. The stock had plunged nearly 30% from January 1 to June 30, erasing billions of dollars from the company’s market capitalization. Even good news, such as reports in July of Teva’s wildly successful introduction of generic Zocor—the largest blockbuster drug ever to go off-patent—had failed to boost the stock significantly. Since nearly every retirement fund and mutual fund in Israel invested in Teva, this drop had been felt throughout the population, in effect amounting to every Israeli family losing NIS 3000, or $675.1 Teva was more than the world’s leading producer of generic pharmaceuticals (see Exhibit 1 for financials). It represented the gold standard of business in Israel. As the country’s largest public company and first true...
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...duration (not longer than 30 days). Infectious diseases such as common cold, fever, etc are some examples of acute ailments. However, some acute ailments may turn chronic if left unaddressed. Chronic ailments are characterised by prolonged or repeated exposures over many days, months or years. Chronic diseases can only be alleviated through treatments, but not fully cured. Unlike acute ailments, they do not usually resolve on their own accord. Examples of chronic diseases include diabetes, asthma, blood pressure, cancer, etc. Due to relatively poor sanitation facilities, India has a greater share of acute diseases than chronic diseases, as compared to developed countries. Thus, drugs addressing acute diseases dominate the domestic pharmaceutical market. About 68 per cent of total drugs sold are used to treat acute diseases. Domestic...
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...The Continuing Evolution of the Pharmaceutical Industry: Career Challenges and Opportunities December 2007 Michael Steiner, CFP®, CPA David H. Bugen, CFP®, MBA Brian Kazanchy, CFP®, CFA, MBA William T. Knox IV, CFP®, CFA, JD Margaret V. Prentice, MBA Lauren Goldfarb Mark P. Hurley Steven E. Cortez Christine L. Boudreaux Benjamin J. Robins Yvonne N. Kanner Shehzad Sippy Adam L. Bartkoski Ana M. Avila RegentAtlantic Capital, LLC Michael Steiner is a Wealth Manager and Principal with RegentAtlantic Capital, LLC, and head of the firm’s Pharmaceutical Executive Services Group (PESG). David H. Bugen is a Wealth Manager and Principal, and Brian Kazanchy is a Wealth Manager. William T. Knox IV is a Wealth Manager and Principal. Margaret V. Prentice is the Chief Marketing Officer and Principal, and Lauren Goldfarb is the Business Development Coordinator. Fiduciary Network, LLC Mark P. Hurley is President and CEO of Fiduciary Network, LLC. Steven E. Cortez is Executive Vice President. Christine L. Boudreaux is Director of Adviser Communications, and Benjamin J. Robins is General Counsel. Yvonne N. Kanner is Executive Vice President and COO, and Shehzad Sippy is a Research Analyst. Adam L. Bartkoski is Director of Adviser Operations and Development, and Ana M. Avila is an Intern. © Copyright Fiduciary Network, LLC, 2007 This material is for your private information, and we are not soliciting any action based upon it. Opinions expressed are our current views only, at the...
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...Letter of Transmittal August 8, 2013 Dr. Md. Helal Uddin Ahmed Associate professor Course Instructor, MBA East West University Jahrul Islam City, Aftabnagar, Dhaka Dear Sir, Subject: Application for report submission on “Enterprise Resource Planning”. As you will see, our observation pointed to the Managerial application of information technology, and we took into consideration the Enterprise Resource Planning as well as Its implementation, The Evolution of ERP, Integrating SCM, CRM, AND ERP, Integration Tools, vendors, advantages and disadvantage . We collected the data from secondary sources, analyzed within our group, and finally formulated the outline of our study. We would like to say that this report helps us a lot to understand ERP system largely. Moreover, your kind acceptance of this report would be highly appreciated. Sincerely Yours 1. Ms. Rasheda Naima Jahan (2013-3-95-019) 2. Mr. Md. Rafiqul Islam (2013-3-95-063) 3. Mr. Shadesh Baishnab (2013-3-95-075) 4. Mr. Md. Asaduzzaman (2013-3-95-099) 5. Mr. Avijit Das (2014-1-95-038) Acknowledgements We always have the guidance & clear instructions from our course teacher Dr. Md. Helal Uddin Ahmed. He never showed any sign of impatience towards us. He made us very much clear about the project content & what exactly He expected from us. ...
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...manufacturing laboratory with the Bulgarian Pharmaceutical Cooperative Society in 1942, the company grew into Galenus Factory, the first modern pharmaceutical enterprise on the Balkan Peninsula. After its nationalization in 1953, Galenus Factory was renamed to Chemical-Pharmaceutical Plant. After the successful privatization in September 2000, Sopharma has become a private pharmaceutical company with priorities aimed at the establishment of the world standards for quality and efficiency. In 2000, 67% of Sopharma was privatized by Elpharma - a consortium between Unipharma and Electroimpex. Bulgarian pharmaceutical company Unipharma was just privatized by the present CEO of Sopharma Ognian Donev while Electroimpex was owned by Bulgarian businessman and entrepreneur Borislav Dionisev. After Privatization Sopharma modernized and increased its production capabilities. At present Sopharma is the main unit in the structure of the group “Sopharma Industries”. As of September 2009 Sopharma owns 16 subsidiaries - 8 in Bulgaria and 8 abroad. Most of them operate in the field of medicine and produce different types of products for medicine and cosmetics or support the main activity. Some Bulgarian subsidiaries are publicly traded and are listed on the Bulgarian Stock exchange. 2. Environment a. GDP, inflation, exchange rate, current account deficit b. Products and Markets Sopharma is currently active in three areas: • production of pharmaceuticals, including medicines, mainly generics...
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...Critical Elements for a Successful Implementation in Small Manufacturing Company Azhanorhisam Che Din 1. Introduction Imagine a world without technology, and imagine a company without Enterprise Resources Planning (ERP). Perhaps we can still survive without technology, but without ERP, a company may fail to remain competitive as they fail to respond quickly to new practices and procedures. Indeed, a company who quest for competitive advantage in this era of intense competition where business entities compete for innovation, expanding customer’s expectation and internationalization of markets, a company regardless of their size must have a reliable ERP to support them. ERP has proven to be an effective tool for competitive advantage as ERP help to delivery products of the highest quality on time, as quickly as possible and at the best price. Davenport (1998, p.121) suggests that “ERP appear to be a dream comes true as these software promise the seamless integration of the information flowing through a company. Markus et al. (2000) defines ERP as commercial software package that enable the integration of transaction oriented data and business process throughout an organization. The purpose of this paper is to discuss facts about ERP, its benefits and the critical success factors in ERP implementation especially for small manufacturing companies, which is in this paper, will sometime refer to small and medium-sized enterprises (SMEs). The remainder of this paper is organises as...
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...be created, one to reflect asset allocation focussed on countries and the other on sectors, with the number of assets in each portfolio being no more than 150. Both portfolios must be actively managed, having at least an active risk of 3% when compared to the benchmark. To achieve this, I followed a three step top-down approach for our investment decision process. Firstly, I started with an analysis of the macroeconomic environment in Europe, followed by forming opinions on the relative strengths and weaknesses of the constituent countries and sectors, using the macro-analysis to determine which are most likely to perform well, given the long-run trends identified. Finally, I invested in all mid-cap companies within the selected countries and sectors, based on our judgement that middle sized firms are poised to prosper the most in this difficult economic environment, which I predict to remain tough for the foreseeable future. After finalising the initial portfolios in this way, I used BarraOne to optimise them. Following optimisation, I compared the risk profile of each portfolio to the benchmark. Our findings show that an actively managed portfolio, especially one constrained to 150 assets, will necessarily be less diversified than the benchmark. For the country portfolio, the lack of diversification materialised in a high level of currency risk, which I purposely limited using a constraint during the optimisation process. This was to be expected when considering that the exclusion...
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...crucial to the growth of a business from small start-up to international brand name. Companies such as McDonald's, Home Depot, Starbucks and more have made their presence known around the world over the past few decades. However, each global expansion presents its own set of obstacles which the parent company must tackle, in order to be successful in their global expansion. In a borderless world, companies need to compete on a global level in order to succeed. In today's world of financial uncertainty, it is important for businesses to have a clear idea of what stability involves for their company. One concept that more and more businesses are exploring is one of taking their business to a global level. Using an international strategy is not for every company, but with the availability of the Internet it is becoming easier to take your business to that next level. Global expansion may enable a firm to earn greater returns by transferring the product offerings derived from its core competencies to markets where indigenous competitors lack those product offerings and competencies. One of the global expansion strategies is merger and acquisition. Five waves of mergers and acquisitions took place in the 20th century, with the last two occurring in the 1980s and 1990s. In 2010, corporate merger and acquisition (M&A) activity made a huge comeback. Most of the M&A activity involved North American companies, but activity has also increased around the world, and in various market sectors...
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...the Behavior of Pharmaceutical Incumbents Prior to Patent Expiration† By Glenn Ellison and Sara Fisher Ellison* This paper develops a new approach to testing for strategic entry deterrence and applies it to the behavior of pharmaceutical incumbents before patent expiration. It examines a cross section of markets, determining whether behavior is nonmonotonic in market size. Under some conditions, investment levels will be monotone in market size if firms do not invest to deter entry. Strategic investments to deter entry, however, may result in nonmonotonic investment because they are unnecessary in small markets, and impossible in large ones. Consistent with an entry-deterrence motivation is the finding that incumbents in medium-sized markets advertise less prior to patent expiration. (JEL D92, G31, L11, L21, L65) T he insight that firms may make “strategic investments” to alter future competitive conditions is one of the most fundamental ideas in industrial organization. Jean Tirole’s (1988) chapter reviewing arguments about how excess capacity, capital structure, advertising, contractual practices, learning-by-doing, and other actions can be used to deter entry is easily the longest in the text.1 Strategic investment models are difficult to test directly, however, and the vast majority of this literature is theoretical. In this paper, we propose a new empirical approach for examining strategic entry deterrence. Our applied focus is on the pharmaceutical industry. Using...
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...Prospects Of Market Volumes And Shares Economics Essay Nanotechnology qualifies for having a major impact on the world economy, because nanotechnological applications will be used in virtually all sectors. Scientists, researchers, managers, investors and policy makers worldwide acknowledge this huge potential and have started the nano-race. Prospects of Market Volumes and Shares The NSF [1] estimated a world market for nanotechnological products of $1 trillion for 2015. Depending on the definition of nanotechnology and its contribution to added value of the final products as well as the degree of optimism, many other forecasts vary between moderate $150 bn in 2010 [2] and $2.6 trillion in 2014 [3] . The latter, most optimistic scenario would imply that the market for nanotechnology-based products would be larger than the prospected information and communication technology market and would exceed the future biotech market by ten times. The forecasts differ significantly from each other, but have common thread in that they predict a substantial increase of the market for nanotechnological products with a take off some when in the early 2010s. The figures presented above show the possible direction, but are not adequate for deeper analyses of the development of the nanotechnology market. Lux Research and the NSF have both spent some efforts in breaking the figures down in nanotechnology subfields, the first in an analysis of 5 years in the past (1999-2003), the NSF shows the expected...
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...9-798-062 REV: FEBRUARY 25, 2006 PANKAJ GHEMAWAT JAN W. RIVKIN Creating Competitive Advantage Some companies generate far greater profits than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting profit by a wide margin. Such large differences in economic performance are commonplace. Understanding their roots is crucial for strategists. Differences in industry structure shed some light on such differences in performance. To a certain extent, Schering-Plough has generated more economic profit than U.S. Steel because the pharmaceutical industry is structurally more attractive than the steel industry. Rivalry in the pharmaceutical market is muted by factors such as patent protection, product differentiation, and expanding demand; in contrast, rivalry in the steel industry is fierce—fueled by excess capacity, limited differences across products, and slow growth. Many pharmaceutical users hesitate to switch among products or brands, while steel customers are usually willing to switch among producers to get a better price. Many pharmaceuticals are made from commodities with little labor input, while unions exercise such power in the steel industry that labor costs often account for...
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