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Prof Manzoor Iqbal Awan-S11-BU-BBA VII C-Comparative Management-Student Projects-23 May 11

Prof Manzoor Iqbal Awan-S11-BU-BBA VII C-Comparative Management-Student Projects-23 May 11

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HISTORY

GLAXOWELLCOME

In 1880, Burroughs Wellcome & Company was founded in London by American

pharmacists Henry Wellcome and Silas Burroughs. The Wellcome Tropical Research

Laboratories opened in 1902. In 1959 the Wellcome Company bought Cooper, McDougall &

Robertson Inc. to become more active in animal health. The Wellcome Company production

centre was moved from New York to North Carolina in 1970 and the following year another

research centre was built.

Glaxo was founded in Bunnythor, New Zealand in 1904. Originally Glaxo was a baby food

manufacturer processing local milk into a baby food by the same name: the product was sold

in the 1930s under the slogan "Glaxo builds bonny babies". Still visible on the main street of

Bunnythorpe is a derelict dairy factory (factory for drying and processing cows' milk into

powder) with the original Glaxo logo clearly visible, but nothing to indicate that this was the

start of a major multinational company.

Glaxo became Glaxo Laboratories, and opened new units in London in 1935. Glaxo

Laboratories bought two companies, Joseph Nathan and Allen & Hanburys, in 1947 and 1958

respectively. After the Company bought Meyer Laboratories in 1978, it started to play an

important role in the US market. In 1983 the American arm Glaxo Inc. moved to Research

Triangle Park (US headquarters/research) and Zebulon (US manufacturing) in North

Carolina. Burroughs Wellcome and Glaxo merged in 1995 to form GlaxoWellcome. In the

same year, GlaxoWellcome opened its Medicine Research Centre in Stevenage. Three years

later GlaxoWellcome bought Polfa Poznan Company in Poland.

SMITHKLINE BEECHAM

In 1843, Thomas Beecham launched his Beecham's Pills laxative in England giving birth to

the Beecham Group.

Beechams opened its first factory in St Helens, Lancashire, England for rapid production of

medicines in 1859. By the 1960s it was extensively involved in pharmaceuticals.

THE GSK HEADQUARTERSIN BRENTFORD

In 1830, John K. Smith opened its first pharmacy in Philadelphia. In 1865 Mahlon Kline

joined the business which, 10 years later, became Smith, Kline & Co. Subsequently, in 1891,

738

it merged with French, Richard and Company. It changed its name to Smith Kline & French

Laboratories as it focused more on research in 1929. Years later, Smith Kline & French

Laboratories opened a new laboratory in Philadelphia; it then bought Norden Laboratories, a

business doing research into animal health.

Smith Kline & French Laboratories bought Recherche et Industrie Thérapeutiques (Belgium)

in 1963 to order to focus on vaccines. The Company started to expand globally buying seven

laboratories in Canada and the US in 1969. In 1982, it bought Allergan, a manufacturer of

eye and skincare products. The Company merged with Beckman Inc. later that year and then

changed its name to SmithKline Beckman.

In 1988, SmithKline Beckman bought its biggest competitor, International Clinical

Laboratories, and in 1989 merged with Beecham to form SmithKline Beecham plc. The

headquarters of the Company were then moved to England. To expand research &

development in the US, SmithKline Beecham bought a new research center in 1995. Another

new research centre at New Frontiers Science Park in Harlow was opened in 1997.

In 2000, Glaxo Wellcome and SmithKline Beecham merged to form GlaxoSmithKline.

STRENGTHS& WEAKNESSESANALYSIS

The GlaxoSmithKline Plc - SWOT Analysis company profile is the essential source for top-

level company data and information. GlaxoSmithKline Plc - SWOT Analysis examines the

company’s key business structure and operations, history and products, and provides

summary analysis of its key revenue lines and strategy. GlaxoSmithKline (GSK) is one of the

world’s leading research-based pharmaceutical and healthcare companies. The company is

engaged in the discovery, development, manufacturing and marketing of pharmaceutical and

consumer health-related products. The company primarily operates in 120 countries and its

products are sold in more than 150 countries. GSK is headquartered in Brentford, the UK and

employed 99,913 people as of December 31, 2009. The company recorded revenues of

£28,368 million ($44,422.3 million-) during the financial year (FY) ended December 2009,

an increase of 16.5% over FY2008. The operating profit of the company was £8,425 million

($13,193 million-) during FY2009, an increase of 18% over FY2008. The net profit was

£5,669 million ($8,877.3 million-) in FY2009, an increase of 20.3% over FY2008. -

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Calculated using the constant conversion rate of £1 = $1.56593 for the year ended December

31, 2009.

The GlaxoSmithKline Plc - SWOT Analysis company profile is the essential source for top-

level company data and information. GlaxoSmithKline Plc - SWOT Analysis examines the

company’s key business structure and operations, history and products, and provides

summary analysis of its key revenue lines and strategy. GlaxoSmithKline (GSK) is one of the

world’s leading research-based pharmaceutical and healthcare companies. The company is

engaged in the discovery, development, manufacturing and marketing of pharmaceutical and

consumer health-related products. The company primarily operates in 120 countries and its

products are sold in more than 150 countries. GSK is headquartered in Brentford, the UK and

employed 99,913 people as of December 31, 2009. The company recorded revenues of

£28,368 million ($44,422.3 million-) during the financial year (FY) ended December 2009,

an increase of 16.5% over FY2008. The operating profit of the company was £8,425 million

($13,193 million-) during FY2009, an increase of 18% over FY2008. The net profit was

£5,669 million ($8,877.3 million-) in FY2009, an increase of 20.3% over FY2008. -

Calculated using the constant conversion rate of £1 = $1.56593 for the year ended December

31, 2009.

STRENGTHS:

Ø Strong sales and marketing infrastructure, positions GSK as a marketing partner of

choice.

Ø Industry-leading early to mid stage R&D pipeline

Ø Robust sales growth forecast for launch portfolio

Ø Industry-leading player with regard to implementation of life-cycle management

strategies

Ø Strong business fundamentals and robust balance sheet

Ø Demonstrated ability to drive cost elimination

WEAKNESSES

Ø Mature portfolio of marketed products becoming increasingly exposure to generic

competition

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Ø Lack of blockbuster product launches following creation (via merger) in 2000

Ø Perceived safety concerns relating to key Avandia product franchise

Ø High dependence on low growth/ highly competitive CNS and respiratory markets

Ø Failure of R&D pipeline to deliver initial commercial expectation.

INTERNAL ENVIRONMENT:

GlaxoSmithKline main objective that they have described as a challenging and inspiriting is

“improve the quality of human life by enabling people to do more, feel better and live longer

(2007).” They are also the only pharmaceutical company that are developing and researching

for the medicine and vaccine for the World Health Organization or WHO’s three priority

which are the HIV/AIDS, tuberculosis and malaria. As of now the company has already

developed some of the leading medicines in the said diseases worldwide (2007).

The company has its main headquarter in the UK and has an operation site in the US

and consider as one of the leader in the pharmaceutical industry in having the estimated seven

percent of the pharmaceutical market in the world (2007).

As of now the company is spending more than £300,000 or US$562,200 in

developing and enhancing their products and employs 15,000 people to create the team that

will do the researching and developing of the medicines and healthcare products. The

company screens over 65 million of compounds in order for them to search for new products.

Their main targets are to produce medicines and drugs that can help to treat the six major

disease areas namely: asthma, diabetes, mental health, virus control and the digestive

condition. They are also the leader in developing vaccines and treatments for cancer. In 2007,

the company had supply one fourth of the world’s vaccines and had a 23 vaccines in clinical

development (2007).

The company has their approximately 100,000 employees in 117 countries. It is one

of the biggest producers of medicines in the world by producing almost four billion of packs

of healthcare products as well as medicine every year (2007).

The company is not only focusing in purely medicine categories of their products, in

fact they are also offering products that are leaders in their categories such as the Gaviscon

and Panadol for their over-the-counter medicine or OTC; their Aquafresh and Macleans for

their dental products; Nicoretter or Niquitin for their smoking control products; and their

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Lucozade, Ribena and Horlicks for their nutritional healthcare drinks. They are also showing

good deeds by donating 155 million of albendazole tables that can help to eliminate

lymphativ filariasis or known as the elephantiasis (2007).

It is essential for our environmental sustainability goals to engage employees at all levels of

the organization. The new strategy provides a framework through which each individual can

clearly see how they can act and make a contribution.

We provide training and orientation to our business leaders so they understand the issues and

how best to respond. Specific sustainability and environmental training is managed by

individual sites and is relevant to job roles. Sustainability and environment professionals

receive induction training and undertake regular updates to ensure they are aware of the latest

technical information in their fields, but we need to continue to upgrade the level of

competence of our site environmental staff.

AWARENESS

We raise employee awareness of environmental sustainability through the intranet, regular

internal publications and events. We publish articles on sustainability and environment in

Spirit, our internal magazine, and brief news stories on internal web pages. A number of site

bulletins and functional newsletters also carry articles on sustainability. However, this has

been passive communication and we need to develop more interactive communications to

engage employees.

In 2009 we launched a climate change micro site called Climate Change, GSK and You. The

site explains the importance of climate change, why everyone needs to act, what GSK is

doing and what individuals can do. It includes items that report action to cut carbon dioxide

emissions across the business, and celebrates successes.

Several other areas of the GSK intranet support sustainability and environment, including the

Sustainability and Environment Community site. It shares news on sustainability and

environmental programs within the Group, holds supporting materials for the EHSS

Framework, such as the policy, standards and guidelines, and for training materials and other

documents. We also use it to collect data for measuring performance and reporting results.

Many of our sites celebrate Earth week to raise awareness of environmental issues and to

encourage integrating environmental concerns into the GSK culture and personal lifestyles.

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Sustainability Awards

The CEO’s Sustainability Awards programme recognizes GSK teams for innovation that

creates benefits for society, the environment and our business – creativity that achieves a

genuine step change towards sustainability. We publicize the innovative practices that win

awards on a dedicated intranet site.

Any team in GSK may be considered for this award, except from the Sustainability and

Environment Centre of Excellence which administers the scheme. An internal review

committee agrees a shortlist and winners are chosen by a panel that includes experts from

academia, government and public interest groups. Each winner receives a trophy and selects a

charity to receive a donation from GSK.

In 2010 there were 69 entries from 19 countries and nine projects were honored. The winners

in the three categories were:

Sustainable Science & Technology – R&D Chemical Development at Steven age in

the UK for a project improving the sustainability of darapladib manufacturing.

Environmental Sustainability – Global Manufacturing and Supply Production

Procurement, for embedding sustainability in production procurement ways of working.

The Procurement team developed tools to help staff select suppliers whose production

processes are more sustainable. The tool identifies suppliers that are using sustainable

materials, are efficient at manufacturing our products, have sustainability at the heart of their

organization and understand the impact of their carbon footprint in relation to the products or

processes they use. A training programme has raised awareness and understanding of the

issues, stimulating changes to culture, behaviors and perspectives.

Workforce Sustainability – Global Manufacturing and Supply in Gurgaon, India for its

project Nurturing Life, which achieved substantial improvements in sickness and safety at

our Horlicksplants. See more in the feature box in the Health, Safety and Wellbeing section.

743

ORGANIZATIONAL CULTURE:

RESILIENT, DIVERSE AND PERFORMANCE-BASED WORKFORCE

With a 7% share of the world market for pharmaceutical products, the company is one of the

global players in this branch. GlaxoSmithKline (GSK) recognizes that, to succeed in a highly

competitive environment, it needs corporate culture that protects and enhances the resilience

of its workforce. There is recognition that a lack of resilience can adversely impact GSK in

many areas: lack of engagement/commitment, impaired business performance, burnout and in

the area of compliance/litigation. In this context, Team Resilience is an important strategy

and set of management tools to enhance performance and provide human sustainability to

GSK. Resilience is defined as the ability to succeed personally and professionally in the

midst of a high pressured, fast moving and continuously changing environment. The

Resilience strategy represents a proactive, preventive and participative approach. It is driven

by top management engagement and commitment. It involves the use of simple and standard

GSK process improvement tools. The interventions that follow assessment concentrate on

individuals, teams and the wider organization. Impact and outcomes are closely evaluated.

Management at all levels are responsible for addressing pressure at GSK. A group

responsible for dealing with employee health supports the workforce and management in

coping with work-related stress, in partnership with Human Resources.

Managers are supported to promote "team resilience" and support the psychosocialwell-

being of their employees. This is achieved through open communication on the sources of

pressure and the understanding of roles, objectives and personal priorities of the individual

and the company. Over 2000 people are currently actively participating in the "team

resilience" process. In addition, "personal resilience" is offered as a course through GSK's

own learning system. This course can help employees to improve their personal resilience

and can be attended either before or during the "team resilience" process.

"GlaxoSmithKline is committed to providing a safe, healthy and productive work

environment for all its employees and for others, who work on, or visit, its sites. A work

environment conducive to good physical, emotional and psychological health is one that is

stimulating, challenging and enriching. Such a work environment strives to meet personal

needs and business goals through enhancing individual health and well being and by

improving the way work is accomplished. This enables individuals and teams to maximize

744

their potential and contributes to sustainable business success. In GSK this is achieved

through a partnership between the businesses which make up GSK, their line management,

health, safety and human resource professionals and Corporate Shared Service Specialist

support groups."

EXTERNAL ENVIRONMENT:

PHARMACEUTICALSIN THE ENVIRONMENT ISSUE

Pharmaceutical products are designed to cure and treat disease, and to help people be healthy.

However, like many foods and nutritional supplements, they are not always completely

absorbed or broken down by the body. Residues of the pharmaceutical or its breakdown

products (i.e., metabolites) may be excreted as part of normal biological processes. Sewage

treatment systems are not always able to remove these substances and the residues sometimes

pass through treatment facilities and enter rivers, streams or lakes.

Residues of some pharmaceuticals may persist in the environment. Pharmaceutical products

may also enter the environment from unused products being disposed of either into the

sewerage system or in landfill sites. Some pharmaceuticals have been detected in the

environment at very low levels. Pharmaceuticals have probably been in surface waters since

people first started taking medicines many years ago. However, as a result of advances in

analytical techniques, only now can they be detected.

Published studies to date report no appreciable risk to human health for the GSK compounds

considered, but we are aware of increasing reports of studies on pharmaceuticals indicating

potential impacts on aquatic life. GSK is committed to ensuring that our products do not

adversely affect people and the environment. We carry out state-of-the-art environmental

testing on all our pharmaceuticals and use these data in risk assessment models to evaluate

potential for harm to human health and the environment. Evaluations of our compounds do

not indicate an adverse impact to public health or the environment from post-patient releases

to the environment. GSK continues to work with industry groups and regulators to develop

the science and methodologies to evaluate our products and management practices on an on-

going basis.

745

GLAXOSMITHKLINE POSITION

1. GSK acknowledges that the presence of low levels of pharmaceuticals in the environment

is a stated concern of some parties and we are working to address the issues. We are

committed to ensuring that our products do not adversely affect people, aquatic life or the

environment in general.

2. As a science-based company, we have an in-depth understanding of the chemical and

biological attributes of our pharmaceutical compounds. We leverage the results of research

by academic, industrial and government organizations and contribute our expertise to

advance knowledge of the environmental impacts of pharmaceuticals.

3. GSK tests and assesses for potential effects on the environment to meet current regulatory

requirements and GSK’s internal global Environment, Health and Safety Standards for all

new Pharmaceutical & Consumer Healthcare products before they are launched. In addition,

GSK reviews the evolving science in this area to ensure that we have the best possible

understanding of potential risks and ways to minimize them.

4. We regularly update our testing protocols for new and existing GSK pharmaceuticals as

knowledge and testing methods improve. We conduct tests to determine effects from both

short-term (acute) and long-term (chronic) exposures of aquatic organisms to pharmaceuticals

in the environment, as appropriate for a particular compound based on its environmental

behavior.

5. If environmental risk assessments indicate areas of concern, GSK will communicate with

affected parties such as regulators, patient groups, and others to find methods to manage these

in the context of the health benefits derived by patients.

6. GSK will work with relevant regulatory agencies around the world responsible for

pharmaceutical product approvals to ensure that sufficient data and assessments are available

to allow an understanding of the therapeutic benefit and environmental impact of our

products.

7. At the same time, we will make information on the environmental hazards and impacts of

our products readily accessible.

• Data sheets on our pharmaceutical products can be found on www.gsk.com

• GSK publishes environmental data, assessments and related topics in the scientific literature

746

•GSK works with regulators to ensure that relevant precautions are included on labels and in

information to patients.

8. GSK will constantly strive to avoid harm to public health and the environment by

determining the environmental fate and effects of new compounds as part of GSK’s

evaluation and risk mitigation measures to manage any adverse impacts of our products.

MANAGEMENT PRACTICES

GSK’s Environmental Sustainability Centre of Excellence (CoE) is responsible for

developing strategy, setting standards and providing expert support to the businesses. It will

work with executives with responsibility for sustainability in each business, providing

expertise and programme and data management and helping to identify step changes towards

sustainability.

Each business, as well as R&D and functional areas such as Procurement and Packaging, is

responding appropriately to make its own contribution to GSK’s goals and sustainability

priorities. For example:

• Pharmaceutical manufacturing has set up a Sustainable Manufacturing Centre of

Excellence which is providing support and direction to improve sites’ processes and

reduce waste

• The vaccines business has created a Sustainability Council of senior managers with

climate change as its top environmental priority

• R&D has a Platform Technology and Science (PTS) group which has developed a

sustainability strategy for R&D

• Consumer Healthcare has developed a ’Bright Green’ strategy covering six key

environmental sustainability areas

• US Pharmaceuticals is piloting a recycling scheme for our respiratory product inhalers

and a similar pilot is starting in the UK in 2011.

GOVERNANCE

Overall responsibility for sustainability and environment rests with the Corporate Executive

Team (CET) which from 2011 will formally review sustainability performance each year.

747

A new Sustainability Steering Team of senior executives will oversee GSK's sustainability

plans and programs from 2011. It will meet quarterly to review progress against targets,

identify emergent issues and opportunities, prioritize allocation of funding and revise detailed

objectives.

Board subcommittees have oversight respectively of risk and compliance, audit, and

corporate responsibility and regularly review performance.

POLICY

Environmental sustainability is a key part of our environment, health, safety and

sustainability (EHSS) policy, which defines our aspiration to global leadership and

excellence. The current policy was approved by the CET in 2008. It covers EHSS

fundamentals such as the approach to risk management, our ambition for sustainability and

our commitment to transparency.

MANAGEMENT SYSTEMS

GSK has a comprehensive set of internal standards on environment and sustainability issues

which are accessible to all operations via the intranet.

We use a management system aligned with recognized international standards such as ISO

14001. It is based on a structured framework building on the vision and policies and

supported by standards, guidance materials, tools, training, recognition and audits that help

the businesses to manage these issues.

Targets have been set for five-year periods, originally to 2005 and then 2010. We are

currently developing detailed targets to support the revised environmental sustainability

strategy.

We use internal audit teams to assess systems for managing risks and impacts, compliance

with legislation and performance against our standards. Audits also assess whether

appropriate management systems are in use.

INTEGRATION IN BUSINESS PROCESSES

Our scientists use the Environment, Health and Safety Milestone Aligned Process (EHS

MAP) to integrate sustainability in everyday activity. It helps to identify and address issues

during new product development and supply activities. The EHS MAP helps scientists

748

understand the principles and impacts and how to manage them and can identify

opportunities to improve EHS impacts.

PROCUREMENT AND ACQUISITIONS

GSK procurement activities support our sustainability and environmental goals by choosing

energy-efficient equipment and renewable and recycled materials, and working with suppliers

to manage sustainability and environmental risks in our supply chain.

Our due diligence process for acquiring and divesting businesses ensures that sustainability

and environmental issues are considered in contract negotiations and that adequate

management systems are in place. We work with acquired companies to align their

sustainability and environmental, health and safety practices with GSK’s.

WAYSIN WHICH STRENGTHSARE EXPLOITED

The discovery, development and manufacture of pharmaceutical and consumer products

involve the use of hazardous materials and processes. All sites incorporate emergency

response and crisis management programs in their management plans. These programs ensure

that accidents are effectively managed when they occur and that any impact on our business,

the local community and the environment is minimized. Each site conducts an annual review

of its internal emergency response programs and technical capabilities and develops plans to

address any areas needing improvement. Find out more on Health and Safety.

We remain vigilant to stay in full compliance with all environmental laws and regulations but

incurred three environmental fines in 2010.

The largest of these was $16,708 for exceeding acidity limits and failure to notify the local

authority in Upper Merion, US, of a sludge discharge associated with new production

activities. The other fines were for $500 and $250 for sites in the US.

FACTORSCONTRIBUTINGTO THE SUCCESSOF GSK

A Decade of Success: GlaxoSmithKline Marks 10 Years as one of The 50 Best Employers in

Canada

Company celebrates fifth consecutive year as a top pharmaceutical employer

749

MISSISSAUGA, ON (OCTOBER 28 - 2010) – For the 10th consecutive year,

GlaxoSmithKline has been named one of the 50 Best Employers in Canada, ranking 20th,

following this year’s annual Hewitt Employee Engagement Survey. This is also the fifth

successive year that GSK has been the top pharmaceutical employer, according to the results

released today by Hewitt. The national list was published by Maclean’s magazine in

alphabetical order while CanadianBusiness.com, the Toronto Star and La Presse are expected

to publish the results in the beginning of November 2010.

“Having GSK recognized as one of the Best Employers in Canada for the last decade is a

milestone achievement for the company - one which reflects our strategic focus on

empowering and engaging our people,” said Paul Lucas, President and CEO,

GlaxoSmithKline Inc. “Employee participation in this annual survey provides valuable

insight into what GSK is doing well and identifies the areas where we, as a company, should

continue to improve. We value this direct feedback from our employees and strive to enhance

our programs so that GSK remains a great place to work.”

This year’s survey highlights several key factors that contributed to GSK’s recognition as a

Best Employer in Canada, including the company’s commitment to the health and well-being

of its employees, leadership demonstrated by senior management, physical work

environment, relationships between co-workers, and the company’s dedication to corporate

social responsibility.

Over the years, GSK has progressively been working on enhancing and improving facilities,

processes and programs to keep employees engaged and motivated. Among a myriad of

programs and initiatives, the company offers career development programs, comprehensive

wellness services, a compassionate leave program, an employee charitable giving program,

and competitive maternity/parental leave.

“I am particularly pleased that this year GSK’s dedication to corporate social responsibility

was recognized as one of the key contributors to being named among the top employers in the

country,” said Mr. Lucas. “At GSK, we are committed to running our business responsibly

and to giving back to the communities in which we live and work.”

750

Since 1994, GSK in conjunction with The GlaxoSmithKline Foundation has contributed more

than $26 million in humanitarian product donations to Health Partners International of

Canada.

Together with the Canadian Hospice Palliative Care Association and a network of concerned

stakeholders, the GSK Foundation is working to create a public policy environment that

recognizes and supports quality end-of-life care as an integral component of Canada’s health

care system.

Every year GSK Global publishes a Corporate Social Responsibility Report. The 2009

Corporate Social Responsibility Report outlines commitments in the areas of contribution to

global health, access to medicines, research practices, ethical conduct, environmental

sustainability, supply chains, its employees, human rights, public policy and patient

advocacy, and work with communities.

ABOUT GLAXOSMITHKLINE

GlaxoSmithKline (GSK) is a leading research-based pharmaceutical company with a

challenging and inspiring mission: to improve the quality of human life by enabling people to

do more, feel better, and live longer. This mission gives GSK the purpose to develop

innovative medicines, vaccines and healthcare solutions that help millions of people. GSK is

consistently recognized as one of the 50 best employers in Canada and is a top 15 investor in

Canadian research and development, contributing more than $144 million in 2009 alone.

With a proud tradition of charitable and community support, GSK is designated a Caring

Company by Imagine Canada.

CONCLUSION

The Pharmaceutical industry has a lot of yet untapped potential and it will be interesting to

see how the industry matures over the long term. Undoubtedly, the long history and global

expertise of firms like GSK will stand it in good stated to create and benefit from emerging

global opportunities. Notwithstanding its strengths, complacency must be guarded against

because smaller, agile and innovative firms are on the prowl and all it takes for the small

upstarts is a super drug that can change the entire face of the industry. We’ve seen it in

happen in the Information & Communications industry, for all we know pharmaceuticals may

just be next.

751

REFERENCES

http://ivythesis.typepad.com/term_paper_topics/2009/09/glaxosmithkline-

plc.html#ixzz1KUvKNbuD

http://www.enterprise-for-health.org/network/members/glaxosmithkline.html

http://www.bizadvantage.com/samples/1316.pdf

http://www.ntu.edu.sg/ntc/startups/marketplan.html

http://www.ucc.ie/quality/INTERNET/PESTAnalysis.pdf

www.gsk.com

http://www.mbaware.com/busin.html

www.datamonitor.com

- healthcare reports and company profiles Reference Code: 1316

- Publication Date: 20/08/2001 to 30/08/03

Bátiz-Lazo, B. and Holland, S (June 2001) Strategy and structure of the pharmaceutical

industry, Open University

Johnson G and Scholes K (2002) Exploring Corporate Strategy, (Prentice Hall)

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