...Business and Canadian Government Policy; Initiating a New Policy Name: Institution: Course title: Instructor: Date: Business and Canadian Government Policy; Initiating A New Policy Introduction This paper looks into a proposal on the introduction of a universal pharmaceutical policy or pharmacare in Canada. Canada is a country that has a global reputation of offering a successful healthcare to its populations. The Canadians enjoys free healthcare facilities because when they get sick they just need to visit the hospital or their doctors even when they do not have money. The government funds for the universal health policy by use of government revenues. The government gets the funds to pay the policies through taxation of Canadians who are well-off. Most Canadians especially the ordinary Canadians have benefited from the universal healthcare as it has increased their accessibility to health services (Fierlbeck, 2011). Although most Canadians and stakeholders consider the Canadian healthcare policy as universal, it is not comprehensive. A comprehensive healthcare policy should offer a complete healthcare package for citizens. The current healthcare policy in Canada does not substantially offer a comprehensive healthcare policy. This is because various core areas of healthcare are not covered with the current policy on healthcare. The core areas that have been left out by the policy include dental care, prescription drugs, and prescription glasses. The prescription drugs are more...
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...Definition of the Problem Consumers are taking advantage of price differentials for prescription drugs in other global markets by either physically crossing over to the Canadian border or ordering them from the internet. Analysis In an increasingly global environment, companies must become more aware of an empowered consumer. Information, such as pricing in other countries, is able to spread very quickly. American consumers often wish to be on an equal playing field with the rest of the world. This means that a service/good that is bought in the United State should be comparable in price/quality to the same good/service bought in another country. GSKoSmithKline (GSK) encountered numerous public relations and strategic issues with their decision to limit the supply of drugs shipped to Canada. Many American consumers chose to buy the cheaper versions of the drugs from Canadian pharmacies because of the significant price reduction. Many of these consumers, who were often low income or elderly, could not afford the United States drugs because of the expense. GSK’s Responsibility to American Patients Healthcare is a business, but it must be treated differently than other businesses. GSK has both a social and ethical commitment to produce life-saving drugs that are affordable and easily accessible to the American public. The large price differentials between drugs purchased in America and drugs purchased in Canada led many to believe that GSK was a profit-hungry corporation...
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... One the other hand, their largest and most profitable business included prescription drugs, antihypertensives, tranquilizers and oral contraceptives. The company was able to acquire Anacin, Bisodol Co. (Bisodol laxative), A.S. Boyle Co. (Old English floor wax), Kolynos Co., (Kolynos dentifrices), Wyeth Chemical Co. (Hills nose drops, Jads salts), Midway Chemical Co. (Aerowax), Preparation H hemorrhoid ointment, Three-in-1 Oil and Black Flag insecticide in the 1930s. Their marketing strategy started with a modest advertising budget in 1930 that eventually rose sharply in 1934 as it penetrated radio sponsorships with Blackett-Sample_Hummert. As 1936 entered, Advertising Age figures released that they were already ranking as number 8 advertiser in radio and they were able to maintain this for the rest of the decade. The company’s total spending in radio advertisements rose to more than 2.5 miliion in 1937 and remained as is until World War II. Come 1940s, Amercian Home Products Corporation additional products were included in their product line, namely: * Heet * Freezon * Mystic Hand Cream * Neet Depilatory * George Washington Coffee They also bought Canadian marketer Ayerst Laboratories for their prescription drug business and Chef Boyardee Quality Foods. Hence, in the mid-1960, American Home Products Corporation were able to establish five (5) core businesses: * Prescription Drugs...
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...expand its Pharmacy department by at least 50%. Process Design-Costco processes prescriptions and provides the prescribed drugs to customers. For each prescription, pharmacists carefully review the dosage along with other drugs you may be taking in order to prevent any chance of medications interacting with each other. They also ensure you do not receive any medication which could result in an allergic reaction. It is recommended to introduce E-prescribing in the near future as it would reduce the duration for each prescription process. Layout-The Costco Pharmacy Layout can be defined as a Retail Layout. The main objective of a retail layout is to maximize profitability per square foot of floor space. However further research will need to be conducted to make a recommendation Capacity- Even though the pharmacy department is not operating at 100% efficiency, it is still using and managing their facilities effectively, operating at 72% efficiency on a daily basis. However, future capacity planning is required as the efficiency capacity is increasing as population grows. Productivity- The labor productivity is currently5 units per labor hours while the multifactor productivity is 0.040 units per dollar. After auditing Costco’s productivity it was found that Costco should aim to increase productivity by 40%. This can be accomplished by increasing its number of outputs per unit from 358 to 500 prescriptions a day. Location Planning - In the Lower Mainland there are more than five...
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...BUS884 Hoffmann-la-Roche and Accutane Controversy Stakeholder Analysis Team 1: Whitney Lettin Yuliya Kaliada Yafei Wang Savan Mandalia Executive Summary Embracing the ideals of CSR has become imperative for Roche in order to maintain its competitive advantage. The controversy around Accutane, one of the company’s best performing and most powerful drugs, only reinforces this fact. When Accutane appeared on the market, it became a “miracle drug” for those who were suffering from the most severe types of acne. At the same time its powerful side effects, including teratogenicity, clearly outweighed the “miracle effect” for many patients. Roche’s failure to implement an effective risk management program (RMP) concurrently with the release of the drug triggered frequent pregnancy exposures, severely deformed babies born as a result and following lawsuits. Our analysis shows that Roche wasn’t proactive enough in managing its stakeholder relationships – namely, with the FDA, its main customers (doctors and patients) and various pressure groups. Had the company been more responsive to their needs, it probably wouldn’t have had to eventually remove Accutane from the U.S. market. We believe that Roche needs to make pregnancy prevention its #1 priority when disbursing Accutane in other countries (and if it is ever released in the United States again). We recommend creating a comprehensive RMP with effective compliance enforcement mechanisms attached to it, such as requiring...
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...CORPORATE SOCIAL RESPONSIBILITY IN THE PHARMACEUTICAL INDUSTRY: BETWEEN TREND AND NECESSITY by Cecile Oger BSc. (Honours) Chemistry with Business Administration Kingston University London, UK, 1995 A thesis presented to Ryerson University In partial fulfillment of the requirements for the degree of Master of Business Administration In the program of Master of Business Administration Toronto, Ontario, Canada, 2009 © Cecile Oger 2009 Library and Archives Canada Bibliothèque et Archives Canada Published Heritage Branch Direction du Patrimoine de l’édition 395 Wellington Street Ottawa ON K1A 0N4 Canada 395, rue Wellington Ottawa ON K1A 0N4 Canada Your file Votre référence ISBN: 978-0-494-59035-5 Our file Notre référence ISBN: 978-0-494-59035-5 NOTICE: AVIS: The author has granted a nonexclusive license allowing Library and Archives Canada to reproduce, publish, archive, preserve, conserve, communicate to the public by telecommunication or on the Internet, loan, distribute and sell theses worldwide, for commercial or noncommercial purposes, in microform, paper, electronic and/or any other formats. . The author retains copyright ownership and moral rights in this thesis. Neither the thesis nor substantial extracts from it may be printed or otherwise reproduced without the author’s permission. L’auteur a accordé une licence non exclusive permettant à la Bibliothèque et Archives Canada de reproduire, publier...
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...knowledge that a breach of the rules pertaining to project submission may carry serious consequences. I am aware that the project will not be accepted unless this form has been handed in along with the project. Signed:_____________________ 2 Table of Contents Introduction – Page:4 External Marketing Audit – Page: The Market – Page: 6-11 Competition – Page: 11 - 14 Internal Marketing Audit – Page: 14 Strategic Issues Analysis – Page: 14 - 21 SWOT Analysis – Page: 21-24 Marketing Objectives – Page: 24 -25 Marketing Mix Decisions – Page: 25 - 29 Organisation and Implementation – Page: 29 -31 Control – Page: 31 -32 Bibliography : 33- 34 4- 6 3 Introduction Through extensive External and Internal analysis, the formulation for the best fit strategy has been developed and refined to suit the resources, culture and infrastructure of Lilly ICOS LLC. The name of the drug has been changed and the marketing approach developed as per the findings of the Macro environment, the Market, Competition, Internal Marketing Audit, and a SWOT Analysis. A decision on each of the marketing mix is taken to compliment the strategy chosen based on the competencies and resources of the product team. There was also a suggested means of...
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... online trust 8 2.2.1 Define customer trust in online shopping 8 2.2.2 The importance of customer trust in online shopping 9 2.2.3 Findings from past studies 9 2.3 E-business Vs E-drugstore 12 2.3.1 A glance of pharmaceutical industry & drugstore sector 14 2.4 Website factors that might affect the perceptions of customers’ online trust 18 2.4.1 Website factors VS consumer factors 18 2.4.2 Discussion of website factors 19 3. Methodology, data, and model 36 3.1 Methodology and data collection 36 3.2 Model & analysis 37 3.2.1 Variance analysis 37 3.2.2 Factor analysis 40 4. Results and discussion 43 4.1 Results for research questions 43 4.2 Results from factor analysis 47 5. Managerial implications 49 6. Limitation and further research 54 7. Conclusion 56 Appendix A: Customer trust survey 57 Appendix B: Factor analysis of attributes of websites factors (Heavy Loadings) 58 Appendix C: Frequency table 59 References 60 1. Introduction 1.1 Research motivation and objectives It is commonly accepted that e-business is beneficial to the further growth and success of businesses, government, and not-for-profit organizations (Sultan et al, 2002). Specifically, the advent of the Internet has brought new business opportunities to the retail industry. However, no matter how wonderful e-business is, many small businesses still cannot participate in the online market due to a lack of customer trust. While previous academic studies have emphasized the significance of...
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...are generally regarded as critical activities for economic development, regeneration and growth both in the private and public sector. The aim of our presentation is to access the innovation capability in the life and health sciences sector. We chose Norbrook laboratories as they are a worldwide international company and we felt they were a leading example. Innovations& Entrepreneurship Sector :Life& Health Sciences Company Norbrook Part One – Profile Owner Lord bally Edmond Company Name: Norbrook Laboratories Limited Year Established: 1969 Norbrook is the largest privately owned pharmaceutical company in the world. Company Name: Norbrook Laboratories Limited ships product to 120 countries around the world has manufacturing plants in 4 continents. “Since its foundation over 40 years ago, our company has grown to be one of the world’s leading pharmaceutical companies. Norbrook® Laboratories has established itself as a global leader in the development of revolutionary veterinary and animal health medicines. Norbrook® Laboratories Ltd is a dynamic and fast-growing international company, employing 1500 people in Newry and a further 1500 worldwide. We have a number of exciting opportunities from Sales &...
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...Securities (BAS), was trying to interpret the shocking events of the previous few days and finish the write-up of his first report on the Canadian pharmaceutical firm, Biovail Corporation. Maris didn’t like what he saw at the company, but he never liked writing “Sell” recommendations. In any event, he wanted to make sure he was giving the best advice to his investment clients. Biovail Corporation was one of Canada's largest publicly traded pharmaceutical companies.1 For many years, Biovail had applied advanced drug-delivery technologies to improve the clinical effectiveness of medicines. The company commercialized its products, both directly (in Canada) and through strategic partners (internationally). Historically, its main therapeutic areas of focus had been central nervous system disorders, pain management, and cardiovascular disease. Biovail's core competency was its expertise in the development and large-scale manufacturing of pharmaceutical products. It leveraged this expertise by focusing on (1) enhanced formulations of existing drugs, (2) combination products that incorporated two or more different therapeutic classes of drugs, and (3) difficult-to-manufacture generic pharmaceuticals. In the United States, Biovail distributed a number of pharmaceutical products. These included Zovirax® ointment and cream (topical anti-viral drugs) and Cardizem® LA (for hypertension), which were marketed by strategic partners. In addition, Biovail distributed a number of branded...
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...America Securities (BAS), was trying to interpret the shocking events of the previous few days and finish the write-up of his first report on the Canadian pharmaceutical firm, Biovail Corporation. Maris didn’t like what he saw at the company, but he never liked writing “Sell” recommendations. In any event, he wanted to make sure he was giving the best advice to his investment clients. Biovail Corporation was one of Canada's largest publicly traded pharmaceutical companies.1 For many years, Biovail had applied advanced drug-delivery technologies to improve the clinical effectiveness of medicines. The company commercialized its products, both directly (in Canada) and through strategic partners (internationally). Historically, its main therapeutic areas of focus had been central nervous system disorders, pain management, and cardiovascular disease. Biovail's core competency was its expertise in the development and large-scale manufacturing of pharmaceutical products. It leveraged this expertise by focusing on (1) enhanced formulations of existing drugs, (2) combination products that incorporated two or more different therapeutic classes of drugs, and (3) difficult-to-manufacture generic pharmaceuticals. In the United States, Biovail distributed a number of pharmaceutical products. These included Zovirax® ointment and cream (topical anti-viral drugs) and Cardizem® LA (for hypertension), which were marketed by strategic partners. In addition, Biovail distributed a number of branded off-patent...
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...Securities (BAS), was trying to interpret the shocking events of the previous few days and finish the write-up of his first report on the Canadian pharmaceutical firm, Biovail Corporation. Maris didn’t like what he saw at the company, but he never liked writing “Sell” recommendations. In any event, he wanted to make sure he was giving the best advice to his investment clients. Biovail Corporation was one of Canada's largest publicly traded pharmaceutical companies.1 For many years, Biovail had applied advanced drug-delivery technologies to improve the clinical effectiveness of medicines. The company commercialized its products, both directly (in Canada) and through strategic partners (internationally). Historically, its main therapeutic areas of focus had been central nervous system disorders, pain management, and cardiovascular disease. Biovail's core competency was its expertise in the development and large-scale manufacturing of pharmaceutical products. It leveraged this expertise by focusing on (1) enhanced formulations of existing drugs, (2) combination products that incorporated two or more different therapeutic classes of drugs, and (3) difficult-to-manufacture generic pharmaceuticals. In the United States, Biovail distributed a number of pharmaceutical products. These included Zovirax® ointment and cream (topical anti-viral drugs) and Cardizem® LA (for hypertension), which were marketed by strategic partners. In addition, Biovail distributed a number of branded...
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...and the goal of providing essential medicines to poor countries. Patent protection must prevent undue infringement yet at the same time allow solutions to humanitarian needs. Is compulsory licensing a way out? TRIPS originally restricted compulsory manufacturing licenses to the country experiencing a public health emergency – which was of little utility to countries lacking manufacturing capacity. The Doha agreement effectively permits twinned compulsory licensing – a distribution and use license in countries experiencing a public health emergency and a manufacturing-for-export license in countries possessing appropriate manufacturing capacity. These changes make possible, at least in principle, a greater source of supply of generic pharmaceuticals for use in those least developed countries confronting the AIDS crisis. It is still early to evaluate the results from the Doha agreement, but it appears that the agreed measures may entice ordinary market forces to start making contributions to an improving situation. Lidgard is professor of law at Lund University, Sweden, and Atik is professor of law at Loyola Law School,...
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...Topics in Economic Analysis & Policy Volume 5, Issue 1 2005 Article 16 Price Discrimination and Smuggling of AIDS Drugs Richard A. Hornbeck∗ ∗ MIT, hornbeck@mit.edu Copyright c 2005 by the authors. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher, bepress, which has been given certain exclusive rights by the author. Topics in Economic Analysis & Policy is one of The B.E. Journals in Economic Analysis & Policy, produced by The Berkeley Electronic Press (bepress). http://www.bepress.com/bejeap. Price Discrimination and Smuggling of AIDS Drugs∗ Richard A. Hornbeck Abstract Patent-holding pharmaceutical companies are shown to be imperfectly able to charge differential prices for AIDS drugs due to the potential for black market exchange. Thus, greater segmentation in the international market through additional barriers to smuggling would induce firms to charge lower prices for AIDS drugs in poorer countries. Without these additional barriers, widespread drug distribution through mandated lower prices or weakened patent protection in the developing world would result in smuggling, undercutting demand in developed markets and reducing firms’ research incentives. By contrast, further market segmentation would allow policy makers to go beyond the induced price cuts and remove...
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...Single Convention on Narcotic Drugs From Wikipedia, the free encyclopedia | [hide]This article has multiple issues. Please help improve it or discuss these issues on the talk page. | This article lends undue weight to certain ideas, incidents, or controversies. (December 2013) | This article is outdated. (December 2013) | This article needs additional citations for verification. (October 2014) | | | Single Convention on Narcotic Drugs | Governments of opium-producing Parties are required to "purchase and take physical possession of such crops as soon as possible" after harvest to prevent diversion into the illicit market. | Signed | 30 March 1961 | Location | New York City | Effective | 8 August 1975 [1] | Condition | 40 ratifications | Parties | 185[1] | Depositary | Secretary-General of the United Nations | Languages | Chinese, English, French, Russian and Spanish | Single Convention on Narcotic Drugs at Wikisource | The Single Convention on Narcotic Drugs of 1961 is an international treaty to prohibit production and supply of specific (nominally narcotic) drugs and of drugs with similar effects except under licence for specific purposes, such as medical treatment and research. As noted below, its major effects included updating the Paris Convention of 13 July 1931 to include the vast number of synthetic opioids invented in the intervening thirty years and a mechanism for more easily including new ones. From 1931 to 1961, most of the families of synthetic...
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