...September 2005 Project Portfolio Management at XYZ Pharma Early morning, Monday 29th August 2005. John Smith, head of portfolio management and strategic planning, was paging through the slides he had prepared for the Portfolio Management Board (PMB) meeting which would start at 9 am, and which was scheduled to last until Friday. “We have been preparing this meeting for weeks”, he thought, “and it seems the PMB has some tough decisions to make”. The PMB of XYZ Pharma, the pharmaceutical division of XYZ, one of the world’s leading companies in the life science sector, convenes yearly in August to review the composition of the research and development (R&D) project portfolio. It also meets on a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion...
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...September 2005 Project Portfolio Management at XYZ Pharma Early morning, Monday 29th August 2005. John Smith, head of portfolio management and strategic planning, was paging through the slides he had prepared for the Portfolio Management Board (PMB) meeting which would start at 9 am, and which was scheduled to last until Friday. “We have been preparing this meeting for weeks”, he thought, “and it seems the PMB has some tough decisions to make”. The PMB of XYZ Pharma, the pharmaceutical division of XYZ, one of the world’s leading companies in the life science sector, convenes yearly in August to review the composition of the research and development (R&D) project portfolio. It also meets on a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be an indepth discussion...
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...September 2005 Project Portfolio Management at XYZ Pharma Early morning, Monday 29th August 2005. John Smith, head of portfolio management and strategic planning, was paging through the slides he had prepared for the Portfolio Management Board (PMB) meeting which would start at 9 am, and which was scheduled to last until Friday. “We have been preparing this meeting for weeks”, he thought, “and it seems the PMB has some tough decisions to make”. The PMB of XYZ Pharma, the pharmaceutical division of XYZ, one of the world’s leading companies in the life science sector, convenes yearly in August to review the composition of the research and development (R&D) project portfolio. It also meets on a monthly basis to monitor the project portfolio and make decisions regarding new developments. According to John Smith, “The PMB is an important decision making body because it shapes the future of the company by determining its product pipeline”. The PMB members include the CEO of XYZ, the CEO of XYZ Pharma, the heads of the different business units, the heads of Development, Research, Global Marketing and Strategic Planning, the regional heads for the US, Europe and Japan and the functional managers for Regulation, Clinical, Licensing, Technical Research and Development, and Patents. The portfolio group, led by John Smith, had analysed the project portfolio carefully and had highlighted several potential threats that required action. According to John, “There will be...
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...Project Portfolio Management at XYZ Pharma Part 1- The objectives in the Project Portfolio Management include strategically organizing the importance of different issues within the company, focus more on the sales growth rather than the sales figure, and prioritize the research and development. The constraints that take place within the case are linked to the discovery of different drugs and the risks that follow. Also, John Smith mentioned lengthening and shortening the steps of developing a new drug; which plays a factor on the developing cost and will increase significantly. Another constraint is the generic competitors. In the article it mentioned that the generic drugs to the newly made drugs can be freely sold without clinical trials. The risks involved within XYZ Pharma are mainly associated with the cost factors. It is extremely expensive to spend money on the drugs that never reach the market. Each process takes years to get through and the percentage of drugs that make it through each stage decreases each time. Stated in the case study, on average only 1 in 5 drugs that enter the clinical trials are launched onto the market. Also, if a drug doe’s make it to be sold in the market, there is only a 30% chance the drug is successful enough to recover from the development costs to yield a healthy return. Companies must rely on a limited number of highly successful products to properly finance their R&D and companies in their recent years have only been successful...
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...Trueblood case 09-2: Pharmgen 1. There are several issues in this case. How to account for the funding of the R&D and royalty payments. The other issue is to identify the authoritative literature applicable to this funding arrangement and to discuss the appropriate accounting for the Agreement in accordance with that guidance. 2. The facts: a. Pharma enters into an agreement with Company XYZ, a PEI. b. Pharma to receive up to $500 million from the PEI for R&D for the development of a new drug. c. The PEI is to participate financially in the development of X. d. The funding is to be solely used for the development of X. e. The amounts received is non-refundable and Pharma is not obligated to successfully complete the development of X. f. Pharma will receive incremental funding from the PEI as long as Pharma is showing progress towards the development of X. g. The total estimated costs are $1 billion and the development will take 3 years. h. Pharma retains all the intellectual property rights to X. i. There will be no joint marketing agreements nor will there be collaboration agreements. j. The PEI is entitled to receive royalties associated with the revenues of X and future royalties associated with an existing commercialized drug for a defined period. 3. ASC-730-20 is applicable here. This is because Pharmgen is entering into an agreement with PEI (investors) on a contractural basis to provide services for the R&D results (FASB 68). Pharmgen obtains the exclusive...
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...RESEARCH PROJECT ON “TRAINING AND DEVELOPMENT IN PHARMASUITICAL INDUSTRY WITH SPECIAL REFERENCE OF MANKIND PHARMA LTD” SUBMITTED IN PARTIAL FULFILLMENT OF DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION SESSION (2011-2014) SUBMITTED TO: SUBMITTED BY: XYZ XYZ BBA III University Roll No. SUBMITTED TO ACKNOWLEGDEMENT “Gratitude is the hardest of emotions to express and one often does not find adequate words to convey what one feels and trying to express it” The present project file is an amalgamated of various thoughts and experiences .The successful completion of this project report would have not been possible without the help and guidance of number of people and specially to my project guide .I take this opportunity to thank all those who have directly and indirectly inspired, directed and helped me towards successful completion of this project report. I am also immensely indebted to my project guide, MS. Divya Vaid Lecturer, ICL, for his illumining...
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...MASTER OF BUSINESS ADMINISTRATION (MBA) (Revised) 1. The Program: The importance of „management‟ as a professional study can today be compared with that of obtaining a normal graduate degree in order to be called educated. It is just short of becoming a compulsion. Businesses and institutions are growing in complexity and size. They are cutting across space and time by embracing technology, globalization and information. Mere operational efficiency is no more sufficient. Managerial capabilities have become necessary for firms to act on a global platform. Although there are a large number of institutions offering MBA programs, many of them just churn out non employable MBAs. A good institute must incorporate what the industry requires with changing times. The SMU way to Management degree or diploma is to mould the learning towards this objective. With this perspective it has introduced several programs which are geared to meet the industry requirement. These areas are Banking, Information System, Retail Operations and Healthcare. It is planning to offer more programs in the field of environment, disaster management, and media. The master of business administration (MBA) is an integrated program designed to provide an advanced program in management for those seeking managerial positions in industry, commerce and services. The core subjects are aimed at developing knowledge and skills in fundamental management disciplines. The program also involves participation in group work with...
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...100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt.=Pharmaceutical Management; Hosp. Mgt.=Hospital Management. TRIMESTER – III CODE MBA-133 MBA-143 MBA-153 MBA-163a MBA-163b PAPER Legal Aspects of Business Marketing Management Organizational Behaviour Seminar on Business Research Methodology Seminar on Business Ethics o Advertising and Sales Management (R.Mgt.)* SECTORAL SUBJECT – 2 CREDITS 4 4 4 2 2 4 MARKS 100 100 100 50 50 100...
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...LIST OF ABBREVIATIONS .....................................................................................................................................5 CHAPTER 1: AN OVERVIEW OF THE INDIAN SECURITIES MARKET ............................................8 1.1 MARKET SEGMENTS ......................................................................................................................................... 9 1.1.1 Primary Market...........................................................................................................................................9 1.1.2 Secondary Market.......................................................................................................................................9 1.2 KEY INDICATORS OF SECURITIES MARKET................................................................................................ 9 1.2.1 Index..............................................................................................................................................................9 1.2.2 Market Capitalisation.................................................................................................................................9 1.2.3 Market Capitalisation Ratio....................................................................................................................10 1.2.4 Turnover ...................................................................................................................................
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...1. INTRODUCTION 1.1 Industry Overview The health care industry, or medical industry, is an aggregation of sectors within the economic system that provides goods and services to treat patients with curative, preventive, rehabilitative, and palliative care. Health economy is another term used to describe this field. It includes the generation and commercialization of goods and services lending themselves to maintaining and re-establishing health. The modern health care industry is divided into many sectors and depends on interdisciplinary teams of trained professionals and paraprofessionals to meet health needs of individuals and populations. The health care industry is one of the world's largest and fastest-growing industries. Consuming over 10 percent of gross domestic product (GDP) of most developed nations, health care can form an enormous part of a country's economy. For purpose of finance and management, the health care industry is typically divided into several areas. As a basic framework for defining the sector, the United Nations International Standard Industrial Classification (ISIC) categorizes the health care industry as generally consisting of: 1. Hospital activities 2. Medical and dental practice activities 3. "Other human health activities". This third class involves activities of, or under the supervision of, nurses, midwives, physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health facilities, or other allied...
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...048763 Published by Vivek Mehra for Response Books, typeset in 9.5/13 pt Berthold Baskerville by Star Compugraphics Private Limited, Delhi and printed at Chaman Enterprises, New Delhi. Library of Congress Cataloging-in-Publication Data Mergers, acquisitions and corporate restructuring/edited by Chandrashekar Krishnamurti, Vishwanath S.R. p. cm. Includes references and index. 1. Consolidation and merger of corporations. Corporate reorganizations. I. Vishwanath, S.R., 1971– II. Krishnamurti, Chandrashekar, 1956– HG4028.M4 .M44 658.1/6 22 2008 2007041465 ISBN: 978-0-7619-3586-5 (Pb) 978-81-7829-747-7 (India–Pb) The SAGE Team: Sugata Ghosh, Meena Chakravorty and Anju Saxena Contents List of Exhibits List of Tables List of Figures Case Map Preface 1. Diversification via Acquisition K. Sankaran and Vishwanath S.R. Why are Takeovers Needed? Traditional View of Diversification Synergy: The Key to Improved Performance...
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...Hundreds(of(real(personal(accounts(of Group'Discussions'&'Personal'Interviews during(MBA(admissions(to(India’s(best(B9schools Written'by Compiled'by Loads'of'MBA'Aspirants The'PaGaLGuY'MadCapz'Group PaGaLGuY.com Antholo gy Hundreds of real personal accounts of Group Discussions and Personal Interviews during MBA admissions to India’s best business schools. In this edition: The IIMs at Ahmedabad, Bangalore, Calcutta, Lucknow, Indore & Kozhikode. Written by Loads of MBA aspirants Compiled by The PaGaLGuY MadCapz Team PaGaLGuY GD-PI Anthology Copyright © 2011, PaGaLGuY.com All text and content in this document is solely owned by PaGaLGuY.com. Reproduction without permission in any form or means is illegal. Special copy prepared exclusively for mustafa rokerya Get your own Free personalized copy (with your name on it) of this book from http://www.pagalguy.com/books/ What this book is about What is a real IIM interview like? What kind of questions do they ask and what judgments do applicants have to make while answering them? Since 2003, those with real Group Discussion and Personal Interview calls from India’s top bschools have been posting entire and detailed transcripts of their admission interviews immediately after they happen, so that others slotted for later interviews can learn what GDPI is going to be like this year. This book is a collection of dozens of handpicked GDPI experiences from the country’s top bschools during the admission...
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...How to benefit from stock futures You are bullish on a stock say Satyam, which is currently quoting at Rs 280 per share. You believe that in one month it will touch Rs 330. Question: What do you do? Answer: You buy Satyam. Effect: It touches Rs 330 as you predicted – you made a profit of Rs 50 on an investment of Rs 280 i.e. a Return of 18% in one month – Fantastic!! Wait: Can it get any better? Yes!! Question: What should you do? Answer: Buy Satyam Futures instead. Effect: On buying Satyam Futures, you get the same position as Satyam in the cash market, but you pay a margin and not the entire amount. For example, if the margin is 20%, you would pay only Rs 56. If Satyam goes upto Rs 330, you will still earn Rs 50 as profit. Now that translates into a fabulous return of 89% in one month. Unbelievable!! But True nevertheless!! This is the advantage of ‘leverage’ which Stock Futures provide. By investing a small margin (ranging from 10 to 25%), you can get into the same positions as you would be able to in the cash market. The returns therefore get accordingly multiplied. Question: What are the risks? Answer: The risks are that losses will be get leveraged or multiplied in the same manner as profits do. For example, if Satyam drops from Rs 280 to Rs 250, you would make a loss of Rs 30. The Rs 30 loss would translate to an 11% loss in the cash market and a 54% loss in the Futures market. Question: How can I reduce such losses? Answer: It is very easy...
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...Market Data / Supplier Selection / Event Presentations / Best Practice / Template Files / Trends & Innovation Online Reputation and Buzz Monitoring Buyer's Guide 2010 Online Reputation and Buzz Monitoring Buyer's Guide 2010 Published April 2010 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system, without prior permission in writing from the publisher. Copyright © Econsultancy.com Ltd 2010 Econsultancy 4th Floor, The Corner 91-93 Farringdon Road London EC1M 3LN United Kingdom Econsultancy New York 41 East 11th St., 11th Floor New York, NY 10003 United States Telephone: +1 212 699 3626 http://econsultancy.com help@econsultancy.com Telephone: +44 (0) 20 7269 1450 Contents 1. Introduction ..................................................................... 1 1.1. About Econsultancy ..................................................................... 1 2. Executive Summary ......................................................... 2 3. Market trends .................................................................. 4 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. Market set for strong growth as rise of social media increases importance of online reputation ................................. 4 Buzz monitoring becomes a hygiene factor for businesses seeking to manage risk .........................
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...Private Equity as an Asset Class Guy Fraser-Sampson Praise for Multi Asset Class Investment Strategy: “. . . pension fund trustees right around the globe should read the book . . . it is certain to stir up some much needed debate . . . has received rave reviews from within the UK pension industry” (Global Pensions) “. . . time and money well spent . . . the tectonic plates are shifting under the UK investment establishment” (Daily Telegraph) “. . . an indispensable roadmap for anyone looking to create a successful investment programme . . .” (The Securities Investment Review) “It’s some time since I read anything as clear and punchy . . . if you are involved in setting investment strategy for a pension fund, this book cannot help but clarify your thinking.” (Benefits & Compensation International) “This book stakes Fraser-Sampson’s claim to be recognised as one of the great thinkers on portfolio theory, ranking alongside Markowitz and Swensen.” (Rebecca Meijlink, AlphaBet Capital) “I somehow expected another version of Swensen’s “Pioneering Portfolio Management”. However, this is in my eyes a huge improvement and a surprisingly entertaining and satisfying read.” (Thomas Meyer, EIF, author: Beyond the J-Curve) Private Equity as an Asset Class For other titles in the Wiley Finance Series please see www.wiley.com/finance Private Equity as an Asset Class Guy Fraser-Sampson Copyright © 2007 John Wiley & Sons Ltd, The Atrium, Southern Gate...
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