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1 INDUSTRY OVERVIEW:

The international pharmaceutical industry is highly regulated. National regulatory authorities administer a panoply of laws and regulations governing the testing, approval, manufacturing, labelling and marketing of drugs and also review the safety and effectiveness of pharmaceutical products. These regulatory requirements are a major factor in determining whether a substance can be developed into a marketable product and the amount of time and expense associated with such development. SK&F is a pharmaceutical company and they are manufacturing a wide rang of drugs which are available in the form of syrups, tablets and capsules. As the company produces ethical products therefore their market is spread all over Pakistan and the activities of company depend upon the population the respective zone.

1.1 COMPETITION:
Company faces intensive competitions form other pharmaceutical companies their main competitors are Abbott, Sandoz, and Merck.

1.2 TREND IN THE ECONOMY:


Previous few years were extremely difficult year for the countrys economy, and also for the pharmaceutical industry. Economic conditions in the country remained depressed those directly or indirectly influence the activities of the pharmaceutical industry.

1.3 GOVERNMENTS POLICIES:


The government has now, for almost two and a half years not allowed any increase in the price (in pharmaceutical industry government controls the price) to offset the effects of inflation and devaluation. The existing formula which allows price increase only inline with the impact of devaluation and inflation on cost, is the minimum which any industry needs if it is to have a viable future. It is discouraging that rather than implementing existing policies, the government has reduced the price (in 1998) of various products.

2 GLAXO SMITHKLINE:
2.1 INTRODUCTION:
GlaxoSmithKline (GSK) is a world leading research-based pharmaceutical company with a powerful combination of skills and resources that provides a platform for delivering strong growth in today's rapidly changing healthcare environment. GSK's mission is To improve the quality of human life by enabling people to do more, feel better and live longer. Headquartered in the UK and with operations based in the US, the new company is one of the industry leaders, with an estimated seven per cent of the world's pharmaceutical market. GSK also has leadership in four major therapeutic areas - anti-infectives, central nervous system (CNS), respiratory and gastro-intestinal/metabolic. In addition, it is a leader in the important area of vaccines and has a growing portfolio of oncology products. The company also has a Consumer Healthcare portfolio comprising over-the-counter (OTC) medicines, oral care products and nutritional healthcare drinks, all of which are among the market leaders. Based on 2000 Annual Results, GSK had sales of 18.1 billion ($27.5 billion) and profit before tax of 5 billion ($8.1 billion). Pharmaceutical sales accounted for 15.4 billion ($23.5 billion), 85 per cent of the total. GSK had four products with sales of over $1 billion and a total of 16 products with sales in excess of $500 million. GSK has over 100,000 employees worldwide. Of these, over 40,000 are in sales and marketing, the largest sales force in the industry. Almost 40,000 employees work at 108 manufacturing sites in 41 countries and over 16,000 are in R&D.

2.2 GSK IN TIME:


Every second, more than 30 doses of vaccines are distributed by GSK. Every minute, more than 1,100 prescriptions are written for GSK products. Every hour, GSK spends more than 277,000/$450,000 to find new medicines. Every day, more than 200 million people around the world use a GSK brand toothbrush or toothpaste. Every year, GlaxoSmithKline donates more than 55 million/$90 million in cash and products to communities around the world.

2.3 GSK IN PAKISTAN:


As far as performance of GSK in Pakistan is concern it is pretty satisfactory, merger is in its final stages where both the companies are integrating their resources and at the same time responsibilities and authorities to individuals are assigning. In Pakistan Glaxo SmithKline is operating with its six (6) plants out of which four (4) are located at Karachi and one (1) at Lahore. Four (4) factories of Karachi are situated at Landhi Industrial Area, West Wharf and S.I.T.E Industrial Area.

Primary business activity in Pakistan consists of manufacturing and marketing both pharmaceutical and consumer products. All the consumer products are manufactured at Landhi Plant, which was previously, belongs to SmithKline Beecham.

2.4 INTRODUCTION TO SMITH KLINE & FRENCH (SK&F)


SmithKline & French of Pakistan is a highly specialized pharmaceutical, public limited Company quoted on the Karachi and Lahore stock exchange. The plant and its Head office is situated in Sindh Industrial Trading Estates (S.I.T.E). The current business activities of the Company consist of the manufacture and marketing of research based ethical specialities and other pharmaceutical products. 2.4.1 PROMISE: Striving to make lives better At Smith Kline & French, Healthcare-prevention, treatment and Cure-is our purpose. Through scientific excellence and Commercial expertise we provide product and services that Promote health and well being. 2.4.2 MISSION STATEMENT: Our mission is to attain a market leading position in Pakistan through the manufacturing and marketing of high quality products, which benefit the quality of life. We aim to be a lean, responsive and flexible organization with a culture of innovation and enterprise. The primacy of the customer will be a central value of our company We will conduct our business with a sense of purpose, pride, and urgency. In all of our relationships with customers, suppliers, patients, governments, employees and others. We will unfailingly be honest, fair and ethical. 2.4.3 HISTORICAL PERSPECTIVE SK&F was founded almost thirty years back. Before 1989 Smith Kline & French of Pakistan Ltd. and Beecham Pakistan (Pvt.) Ltd. Were two separate companies working in competition with each other. In 1989 Beecham and SK&F merged and became a subsidiary of SmithKline Beecham (SB). SK&F was already listed in the stock Exchange when it merged with the Beecham. SK&F does not have any other branch, all their products are produced in a single plant which is located in the S.I.T.E area. 2.4.4 COMPANY OBJECTIVE : Objectives can be seen as more specific and quantifiable aim design to in the achievement of the goal identified in the mission statement they should: Relate the mission of the business Be achievable Motivate employees Be consistent with the other objective Be flexible Be quantifiable and measurable

In SK&F all the departments plan and work according to their objective, defined by head of department. To make sure the activities are in coordination with the plan further assistance is provided to the managers. 2.4.5 ACHIEVING BUSINESS OBJECTIVES: Managers at SK&F follow the technique or strategy of Simply better to relate and achieve their short term and long term goals. They use the 10>3/1 planning process to set their direction. They define this process as, Our three year Requirements are incremental that keep us on target toward those long range goals; and our one year plan set objective and measure s that ensure us focus stay on meeting the three year Requirements.

2.5 CORE VALUES:


At SK&F, they believe that they can only be successful through their commitment to, and achievement of five core values. 2.5.1 CUSTOMERS: The company is customer oriented. We strive to provide products and services of superior value to meet the expectation of our internal and external customer. 2.5.2 INNOVATION: We constantly strive to be creative and innovative in all our efforts. We encourage employees to bring forth new and better ideas for improved performance. 2.5.3 INTEGRITY: We demand openness, honesty, and an atmosphere of trust throughout our operations. We believe that every activity must be able to pass the test of public and internal security at all times. 2.5.4 PEOPLE: We strongly value teamwork. In pursuit of our mission, are employees are all partners and we wane every employee to be motivated to succeed. 2.5.5 PERFORMANCE: We are performance driven and continuously aim to improve in all that we do.

3 CORPORATE OBJECTIVE FOR THE YEAR 2001:


To develop a good game plan, to deliver the volume growth for the year 2001.

3.1 MARKETING AND SELLING OBJECTIVES FOR THE YEAR 2001:


To consider their business by continuously building on them and with a superior marketing strategy with an exceptional field force, to propel SmithKline Beecham to the top.

3.2 RESULTS OF CORPORATE OBJECTIVES DURING THE YEAR 2000:


SK&F is rated as one of the leading Pharmaceutical Company in Pakistan with sales volume of three (3.3) billion and has shown the highest growth among the top ten (10) companies of Pharmaceutical industry. Augmentin continues to maintain its number one (1) position in the company. Amoxil ranks number two (2) in top ten (10) selling products. Zentel stands number one (1) in the Anthelmintic market. 10% increase in Sales of Macleans. New vaccines Tritanrix continues to get support in medical community.

4 ABOUT PRODUCTS:
Glaxo SmithKline is producing hundreds of products both pharmaceutical and consumer. But in Pakistan they manufacture limited number of products. Some of them are being discussed below.

PRODUCTS:
PHARMACEUTICAL CONSUMER

AMOXIL (ANTIBIOTIC) AUGMENTIN (ANTIBIOTIC) REVITAL-M REVITAL-B DISPAMAT ZENTAL

MACLEANS ENO AQUAFRESH BRYLL CREAM RIBENA MACLEANS TOOTH BRUSH

TAGMAT FIEOVXIT FIFOL IODEX CHEWCAL FURICINE CREAM FURIXION SUSPENSION PANADOL TRITANRIX VACCINES VALTREX ZOVIRAX POLYFAX

5 BASIS OF ORGANIZATIONAL STRUCTURE:


All organizations have to work out a system for ongoing activities, which are directing toward achieving given aims. Regular activities such as who will do what task, supervising the task and coordinating the various sectors of the organization are develop over time. Such regularities make up the organizations structure. Because activities can be organized in different way, it is possible to have different structures. Smith Kline & French of Pakistan has a defined structure of responsibilities and authorities. The organization structure is of Tall organization type. But presently company is converting it into Matrix type of organization structure. This tall organizational structure does not create problems because of vast and efficient networking system. Smith Kline &French as a part of GSK has divided itself into two main division i.e. Commercial Technical

Within commercial division there are several departments, and most of them have line authority . on the other hand technical division is separated, and it has its own departments , heads of these departments report to more than one individuals. Finance and Administrative Human Resource Quality Assurance Production Medical Services Marketing & Sales Legal Information resource

Marketing and Sales is controlled by single individual In SK&F, all the activities related to Management Information are headed by Director Finance and administrative division. NOTE: Please refer to the appendix section for organization structure.

6 POLICIES AND PROCEDURES:


6.1 WORKING CAPITAL:
SK&F enjoys its prosperity, raising working capital is not a big task for its finance managers. Company has good relation with the financial institutions such as Habib Bank, Bank of America, Citibank etc. in case of emergency it can easily manage working capital. Usually SK&F does not borrow long term loans, as it is mention in its annual report.

6.2 WORK FORCE:


The investment decision is one of the most important decisions that a company makes. Finance managers make this considerable decision. At SK&F effective finance management is carried on, and this is only because of the responsible and experienced finance managers who make all the decisions with responsibility and care.

6.3 CAPITAL STRUCTURE:


For every business effective utilization of the capital is essential. A Company with bad capital management may face solvency. Management of SK&F is well aware of this fact therefore capital is employed in those projects where higher margin is available with lower risk.

6.4 DIVIDEND POLICY:


Dividend policy is an integral part of the firms financing decision. The dividend pay out ratio (annual cash dividend divided by annual earning) determines the amount of earning that can be retain in the firm as a source of financing. In SK&F this decision is made by the Board of Directors, who recommend cash dividend percentage for the year.

6.5 BUSINESS STRATEGY:


Business strategies work as a tool for any organization. It helps the organization in competition with its rivalries. Without effective business strategies no business can precedes. SK&F as a pharmaceutical company design its strategies that suit best to its products and services. They knit their strategies by keeping in mind the current, and with the perception of the future events.

6.5.1 OVER ALL COST LEADERSHIP STRATEGY (OLC): Over all cost leadership strategy can be pronounce as a most popular (general) strategy, as almost every company follow this strategy. The basic concept behind this strategy is to reduce cost of production in such a way that over all production quality does not effect negatively. This strategy can be applied to an organization with close attention

to production method, overheads, marginal customers and over all cost minimization in different functions. SK&F do implement this strategy in its various functions; especially this strategy is implemented to in production department. All the departments strive to spend their time and efforts on those activities that add value to the customers. Necessary measures are taken to eliminate steps that waste time, money, and energy. 6.5.2 FOCUS AND DIFFERENTIATION STRATEGY: SK&F is engage in producing ethical products, and are Striving to make lives better that is why they do not exercise focus and differentiation strategy.

6.6 SUPPLY SYSTEM:


SK&F has a very effective system in place in order to evaluate their suppliers on the basis of, Supply due date adherence. Rejection in supply as a percentage of total number of lots supplied to the company. In order to further ensure the continuity of the business, in case of a contingency, or unforeseen incident happen, with the supplier the company has a system inplace to develop more then one supplier for every item company receive for processing. Both of these system are controlled by, Business Planning and control system(BPCS). 6.6.1 SUPPLIERS: The factory is located at S.I.T.E that is one of the main industrial areas of Karachi and most of their suppliers are located in the same industrial area. However, the company not only purchases materials from all over the country but also they import active ingredients (Albendazole, cimitiane ) from abroad. The companys customers are spread all over the country and products are made available to the customers through distributors. Their main distributors are, Vikor Enterprise, Saleem Co,

6.7 MALIGNANCE OF FACILITIES AND EQUIPMENT:


SK&F is a quality conscious company and they are bound to follow GMP (Goods manufacturing practices) standards by their parent company and government as well. Their facilities (production areas, warehouses, offices etc) are always kept well maintained, cleaned, and hygienic, in compliance with GMP Standard.

6.8 INVENTORY CONTROL:


For materials planning and inventory control the company is working on (manufacturing resources planning) MRP II system which ensure minimum delay in production and minimum inventory level. In order to ensure 100% customer satisfaction; at minimum possible cost to support MRP-II system the company has Management information system support of (BPCS) Business Planning and Control System.

6.9 PREVENTING MAINTENANCE:


Preventing maintenance play a vital role in ensuring the efficient running of equipment and effective utilization of man, material and time .SK&F is alert about this fact and has schedule of lubrication, oiling, greasing and predictive maintenance. In order to ensure adherence to these schedules the company keeps a record of maintenance history of the equipment.

6.10 PRODUCTION PLAN VS ACHIEVEMENTS:


Customer satisfaction cannot be gain unless the right quantity of right quantity is deliver on right time. Therefore to ensure the customer satisfaction the company has a worldwide system called Enterprise 2000. Enterprise 2000 works on supply chain management, which is supported by different softwares such as J. D. Edward and BPCS. Adherence to plan and delivery of finish goods to sales side, to ensure availability of goods to customers on right time is the essential indicator of supply managements performance. From past six months the performance of SK&F has been 95% to 100% and from past four months it is exactly 100%.

6.11 TECHNOLOGICAL COMPETENCE:


Technological competence gives the company the opportunity to be competitive in the changing world. SK&F is well aware of this fact and has installed modern machinery, computer systems and other equipment in its plant.

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7 USE OF MIS FOR DECISION MAKING:


Decision-making is an essential part of routine day-to-day business of any organization. Decisions are made at all levels for different professional and functional issues, to make business proceeds. With the help of decision support system the process of decision making can be made more substantial effective and timely. At SK&F this consideration is well known and computer systems are use in order to make, day to day decisions and for financial and business planning as well. For decision supporting and management information following systems are being used of different function of the organization. STAR SYSTEM for sales management. SOFTWARE ANSWER for market management and distribution. J.D. EDWARD for warehouse storage and shipment to distributors. BUSINESS PLANNING AND CONTROL SYSTEM for manufacturing and financial management. All this computer softwares and hardware support is managed by a separate department, which is called Information Resource (I.R) department. A senior manager who reports to Director Finance heads this department.

7.1 SECURITY MEASURE FOR INFORMATION SYSTEM:


For any information system, which is centrally operated and provides information for effective decision-making, security of entering the system is essential. In order to ensure the security of the system and reliability of the data available on different softwares (which are linked wherever required) an effective security policy exists at SK&F. This policy includes, Approval for usage of different programs on system, Approval for allocation of effective passwords, Guidelines for every user to ensure, proper prevention from bugging into data,

7.2 DATA ENTRY INTO INFORMATION SYSTEM:


Computer systems at SK&F are link together and form a network. Individuals at different levels according to their functions up date these systems. For example marketing department will in put their sales forecast of companys products, planning department will formulate production schedules to fulfill market requirement, purchase department will process into available information to purchase according to the requirement given by the planning department on system etc. In this way the inputs of one function of the company provides the basis for decision making of other function of the company.

7.3 IMPROVEMENT AND TRAINING:


Information system developments are taking place rapidly. The softwares we are using today become oscillate tomorrow triggers the need to up date them. If the system is not being, updated and contemporary technology is not being adopted by the company, the chance of failure increases that may lead to losing the business to competitors.

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Knowing the consequences SK&F is following the strategy of adopting latest computer system for all their function. Now the company is using the same versions of softwares in Pakistan as it using in U.K and other European countries. With the changing softwares the need of training and development of user, to make them familiar and ensure the effective utilization of systems rises. The (I R) Information Resource department arranges both internal and external training for different user regarding their functional use of system. This training may be requested by the user himself or I R manager.

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8 OPERATION (DEPT):

IN

MARKETING

AND

SALES

8.1 MARKET SEGMENTATION:


Segmenting the market is a corner stone of any companys marketing strategy. Failure in correct market segmentation can lead to the failure of the whole marketing strategy. SK&F believes in effective market segmentation, in order to segment their market they are using Priori segment technique. In Priori segmentation, market is segmented before the product is launched. As SK&F is in a business of ethical products, which are different type of pharmaceuticals, vitamins and vaccines, their market is segmented by demography. The company is using the following demographic bases. AGE GENDER

8.1.1 AGE: Vitamins are targeted toward people in the age brackets of 50 to 65 years. These vitamins include Revital-M, Revital-B and Chewcal. Revital-B is also being targeted toward children age 6 to 11 year. 8.1.2 GENDER: Fifolvit and Fifol are being targeted toward women age 25 to 45. Zental suspension is also being targeted toward children of age brackets from 1year to11year.

8.2 DISTRIBUTION:
The company is targeting its customers by using different distributors to ensure the availability of its products all over the country, for this purpose the company has divide Pakistan into three zones (South, Central, North), in order to exercise proper control. For every zone, one or more than one distributor has been employed.

8.3 MARKET SHARE:


Market share of the firm is increasing despite the slump in the economy of the country. The reason of this increase in the share is inelasticity of demand of pharmaceuticals and increasing population all around the country. However, the firms market share is increasing with decreasing rate. At present the total pharmaceutical sized about Rs. 50 billion, out of which SK&Fs contribution is Rs. 550.5 million.

8.4 MARKET RESEARCH:

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The function links the consumer, customer, and public to the marketer through information. This information is further used to identify and define marketing opportunities and problems; to generate, refine, and evaluate marketing action; and to improve understanding of the marketing process. At SK&F, managers are well aware of this fact and substantial consideration is given to market research, but there exist no separate department for marketing research. Marketing research manager reports to Marketing services manager, operates as a part of Marketing Division. SK&Fs marketing research process can be divided into three steps. Defining problem and research objective. Collection of information for the development of research plan. Interpretation of data.

8.5 SALES ORGANIZATION:


For industry like pharmaceutical sales organization is the backbone of the business, sales representatives are the essential persons determining the success of the company over the competitors. SK&F has a separate sales department, with the sales force spread all over the country. National Sales Manager heads sales department. Sales representatives from different zones report to the regional sales manager who reports to zonal sales manager. These zonal sales managers report to National sales manager.

8.6 TRAINING PROGRAM FOR SALES FORCE:


In order to make sales force more productive and efficient a continuous training program is conducted and for this purpose company has employed manager sales training. All the activities regarding training of sales force is controlled under this head.

8.7 PROMOTION AND ADVERTISING STRATEGIES:


SK&F produces pharmaceutical products which can be describe as ethical products, so they are not required to spend much on their advertisement. But still to ensure visits to different doctors and physicians all around the country a software called Star system is used by the sales representative .to keep the sales force motivated the company offers prizes and gifts on extra ordinary performance and achievements.

8.8 PRICING:
In Pakistan pharmaceutical pricing is controlled by the government, therefore company can not set its prices at its own. Because of that and as a consequence of increasing input cost of production profit margin per unit is shrinking day by day.

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9 HUMAN RESOURCE DEPARTMENT:


Human resource is the main factor of production in developing world. The more productive the works force the more profitable, effective and efficient the company will be. To have a blend of good human resource with expertise and skills on hand the company should have an effective recruitment system in place. At the same time, the importance of multiple training programs can never be neglected. SK&F is well aware of this fact and has a separate HR department which is being headed by Director HR. This division is responsible for, Recruitment and selection of new employees, promotion and replacement of existing employees in coordination with respective divisional head. Training at different levels for both functional and professional skills to make the work force equipped with latest functional and professional tools. To provide legal guidance to the company in both internal and external issues.

9.1 RECRUITMENT AND SELECTION METHOD:


At SK&F recruitment and selection method is capable to filter in qualified employees. The process starts with the need recognition from the divisional head of the respective division. If a new employee is to be hire then the company advertises in the leading newspaper such as DAWN and JUNG. In the next step, the short-listed candidates go through a series of interviews and tests (if required). In these tests, candidates are evaluated for their skills, expertise, and experience. Then the final decision of selection is made. This method yield qualified and experienced employees.

9.2 ORIENTATION PROGRAM FOR NEW EMPLOYEES


Every new employee is provided around on month orientation in different departments of the company in order to make him/her familiar with the environment of the company. If training is required then the company arranges training either with in the company or from training agency (Pakistan Institute of Management). For all jobs job descriptions are in place and are updated every year.

9.3 LAYOFF AND EMPLOYEE RETENTION:


In order to retain its good employees the company pays the salary more than average industry level. The company is among good pay masters. However, the layoffs at lower level (none management level) is there because of technological advancement, however golden handshake is given to those employees who are not required by the company. Any employee is not fired from the company unless he/she is not capable of providing his/her services to the company.

9.4 UNION MANAGEMENT RELATION:


SK&F believes in strong union and good union management relationship. Union election takes place every year and the elective (CBA) collective bargaining agent bargains with the companys management for workers benefits

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10 CHANGE:
10.1 LEADING CHANGE:
Major change took place is integration of SmithKline with GlaxoWellcome. This decision was taken in January 2000. Ideologically both the companies have integrated, but in practical, integration process is in pipeline.

10.2 OTHER CHANGES:


Change in mission statement Overall business strategy Cultural changes Change in Organization structure/departmentalization Change in authority and responsibility Change in financial position Change in competitive position Changes in operations and processes

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10.3 REASONS BEHIND MERGER:


There are many reasons behind the taking this decision. Some of them are as follow 10.3.1 RESEARCH AND DEVELOPMENT SYNERGY:

Both the companies were pharmaceutical giant of the world and in pharma industry, role of research and development is very important here, existence of a company widely depend on new developments. So, it was believed that they can perform better and use the ideas, experiences of each other if they merge. At the same time research and development requires large resources so with large resources of new company i.e, GlaxoSmithKline, they would be able to spent more on research and development. 10.3.2 COST SYNERGY:

Cost synergy is another benefit that attracted the top-level management of the GlaxoSmithKline to get integrated. Cost synergy will be achieve with the merging to different types of resources available for example with the integration of human resource company will be able to save lot of money. Similarly in case of production and other department company will save large financial resources. 10.3.3 ECONOMIES OF SCALE:

GlaxoSmithKline will be able to achieve economies of scale as it would be able to produce in large scale. It will reduce raw material cost and other overheads. 10.3.4 COMPETITIVE POSITION OF THE COMPANY:

In the past SmithKline and GlaxoWellcome was to rivalries, so after the integration they will be performing together and will be able to meet competition from other companies in better way.

10.4 PROBLEMS FACED IN INTEGRATION PROCESS:


Appointment of individual at topmost level. All the efforts were made to make decision of merit basis. Legal problems; different countries have different types of law regarding monopoly control. Cultural problem; both Smith Kline and Glaxo welcome had different culture. Business culture in SmithKline was open and close in GlaxoWellcome. Other problem were related to the development of joint polices and procedures, operating philosophies, role of individuals in the organization.

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11 PERSONAL EVALUATION:
Over all change is positive for both the companies. Change was very much preplanned and executed accordingly. Change in the mission statement will not effect daily practices in the organization in short run but it will have deep impact on the long run. Overall business strategy of the company has changed. It has sold out some of its products which were not performing well. Company will have to face more legal problems, more careful decision making is required in introducing new drugs, because small mistake can bring too many problems for the organization. This merger can create problem for the company since both SmithKline and GlaxoWellcome had differing cultures. It would be difficult and time consuming to have single culture in Glaxo SmithKline. Change in organization structure in one of the biggest change that has occur in the organization. Presently, appointments at the topmost level have made and it is appear to me that the new organization will have structure, which would resemble matrix type of structure. Difficulties can arise in line of authority and responsibility distribution. Power struggle to get better position can start and it can work as de -motivational force. Company has acquired good financial position. Now it is able to spend more on research and development. This will ensure long-term success of the organization. Merger has made company more powerful in its competition with other companies but this can backfire in regions like USA and European Union where monopoly control laws are very demanding. Change is process of operations is another big change with is in the process of pipeline. This change is costly and time consuming. To properly implement this change company will have to send lots of money on training and development of the employees.

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CONTENTS

Title Fly Title page Acknowledgement Executive summary

I II III IV

1 INDUSTRY OVERVIEW:...............................................................................................1 1.1 COMPETITION:.......................................................................................................1 1.2 TREND IN THE ECONOMY:..................................................................................1 1.3 GOVERNMENTS POLICIES:................................................................................1 2 GLAXO SMITHKLINE:..................................................................................................2 2.1 INTRODUCTION:....................................................................................................2 2.2 GSK IN TIME:..........................................................................................................2 2.3 GSK in Pakistan:........................................................................................................2 2.4 INTRODUCTION TO Smith Kline & French (SK&F).........................................3 2.5 CORE VALUES:.......................................................................................................4 3 CORPORATE OBJECTIVE FOR THE YEAR 2001:.....................................................5 3.1 MARKETING AND SELLING OBJECTIVES FOR THE YEAR 2001:................5 3.2 RESULTS OF CORPORATE OBJECTIVES DURING THE YEAR 2000:...........5 4 ABOUT PRODUCTS:......................................................................................................6 5 BASIS OF ORGANIZATIONAL STRUCTURE:...........................................................7 6 POLICIES AND PROCEDURES:...................................................................................8 6.1 WORKING CAPITAL:.............................................................................................8 6.2 WORK FORCE: ......................................................................................................8 6.3 CAPITAL STRUCTURE:.........................................................................................8 6.4 DIVIDEND POLICY:...............................................................................................8 6.5 BUSINESS STRATEGY:..........................................................................................8 6.6 SUPPLY SYSTEM:...................................................................................................9 6.7 MALIGNANCE OF FACILITIES AND EQUIPMENT:.........................................9 6.8 INVENTORY CONTROL:.......................................................................................9 6.9 PREVENTING MAINTENANCE:.........................................................................10 6.10 PRODUCTION PLAN Vs ACHIEVEMENTS: .................................................10 6.11 TECHNOLOGICAL COMPETENCE:.................................................................10 7 USE OF MIS FOR DECISION MAKING:....................................................................11 7.1 SECURITY MEASURE FOR INFORMATION SYSTEM:..................................11 7.2 DATA ENTRY INTO INFORMATION SYSTEM:...............................................11 7.3 IMPROVEMENT AND TRAINING:.....................................................................11 8 OPERATION IN MARKETING AND SALES (DEPT):..............................................13

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8.1 MARKET SEGMENTATION:...............................................................................13 8.2 DISTRIBUTION:....................................................................................................13 8.3 MARKET SHARE:.................................................................................................13 8.4 MARKET RESEARCH:..........................................................................................13 8.5 SALES ORGANIZATION:.....................................................................................14 8.6 TRAINING PROGRAM FOR SALES FORCE:....................................................14 8.7 PROMOTION AND ADVERTISING STRATEGIES:..........................................14 8.8 PRICING: ...............................................................................................................14 9 HUMAN RESOURCE DEPARTMENT:.......................................................................15 9.1 RECRUITMENT AND SELECTION METHOD:.................................................15 9.2 ORIENTATION PROGRAM FOR NEW EMPLOYEES......................................15 9.3 LAYOFF AND EMPLOYEE RETENTION:.........................................................15 9.4 UNION MANAGEMENT RELATION:.................................................................15 10 Change:.........................................................................................................................16 10.1 Leading change:.....................................................................................................16 10.2 Other changes:.......................................................................................................16 10.3 reasons behind MERGER:.....................................................................................17 10.4 problems faced in integration process:..................................................................17 11 Personal Evaluation:.....................................................................................................18

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