Group 9 Case Study

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Organization and Environment Case Study for Dr. Lewis. Johnson & Johnson

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Johnson and Johnson by: Floyd Lewis Camille Waddey D’Lawrence White

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They’re Two sides of The same susTainabiliTy sTraTegy investing in People, investing for the Planet 2010 Public rePorT About This Book There’s more than one facet to sustainable business, and at SC Johnson, we believe in taking a holistic approach. That's why the printed edition of this Public Report had two covers and two ways to get to know SC Johnson. For this online edition, we've compiled the two sections into one handy PDF. Interested in social progress and public health? Start reading here. Interested in our environmental leadership? Turn to the second half of the book and our alternate cover, on page 25 of this online PDF. Either way, the whole book is about how SC Johnson is making the world better. What’s in This Half? SC Johnson at a Glance — a look at our organization, stakeholders, and recent social and community milestones. PAGE 4 Celebrating Philanthropy — marking the 50th anniversary of the SC Johnson Fund, Inc. PAGE 6 Strengthening Communities — how we’re building businesses at the base of the pyramid and investing in communities around the globe. PAGE 10 Protecting Families — our continuing efforts to prevent insect-borne diseases through research, education and products. PAGE 16 Offering Great Workplaces — how we’re protecting the safety and well-being of our people, as well as our unique and respected culture. PAGE 20 Find Out More Want to know more about SC Johnson? Visit our web site to find out about the company and its history. We're at www.scjohnson.com SC Johnson’s Holistic Approach to Sustainability Our sustainability efforts target four key areas where we believe we can make the biggest impact on quality of life, economic progress, our product mix and the planet. They are ... Improving Our Products: Choosing more earth- responsible ingredients. Reducing Resource Use: Reducing energy consumption and greenhouse gas emissions. Strengthening Communities: Advancing social progress and public health. Protecting Families: Preventing insect-borne diseases. ©2010 S. C. Johnson & Son, Inc. 4,102 gallons of wastewater flow saved and 894 pounds of greenhouse gas emissions avoided — all by printing this report on paper manufactured with post-consumer fiber and renewable wind power. It’s the equivalent of planting 573 trees. This book also uses eco-friendly inks and low-VOC emitting water-based coatings. This cover reflects a few examples of how we’re making a difference for families, from investing at the base of the pyramid, to helping fight insect-borne diseases, to offering inspiring workplaces. 2010 PUBLIC REPORT 3InVESTInG In PEOPLE, InVESTInG FOR ThE PLAnET Making life better for people and the planet is our mission at SC Johnson. Part of being a responsible company is working hard to play our role in helping to solve the world’s environmental problems and, importantly, also helping those who buy our p ...

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Annual Report 2012 Caring for the world, one person at a time… inspires and unites the people of Johnson & Johnson. ON THE COVER: Michelle, an employee with the Johnson & Johnson Family of Companies, enjoys time with her young daughter, Alexis, while grandmother, Jacqueline, looks on. Johnson & Johnson helps people all over the world care for the health and well-being of those they love, and to live longer, healthier, happier lives. Scan this QR code to view a digital version of the 2012 Johnson & Johnson Annual Report C H A I R M A N ’ S L E T T E R To Our Shareholders ALEX GORSKY Chairman, Board of Directors, and Chief Executive Officer A s I began to compose this letter, I realized how quickly my first year has passed as Chief Executive Officer of Johnson & Johnson. It has been a year with many rewarding moments, as well as some challenges. Though a year of transition, we made solid progress on many fronts, including building out strategic platforms, while establishing exciting new ones. I am honored to be just the seventh CEO in our long history. This legacy of leadership is a tribute to the success and stability of Johnson & Johnson, and to the belief in the importance of our purpose held in common with us by our shareholders over so many decades. Personally, I am truly humbled to lead the incredibly talented and dedicated people who work for Johnson & Johnson. One challenge all of us in the world today face together is health and health care. This is true in both developed and emerging markets. When combined with the rapidly changing demographics of an aging population, a growing middle class and the persistence of chronic disease, the scale and complexity of the issue is magnified. It is my belief that providing high-quality health care to patients and consumers around the world in a sustainable manner is society’s greatest challenge. But it is also the greatest hope for a better future for every individual, every family, every community and every country. Johnson & Johnson works at the very center of this challenge, across the broadest base of any company in global health care. Every day, we are working to help people everywhere live longer, healthier, and happier lives. We recognize that with our global leadership comes a responsibility; one we consider a privilege. I’m pleased with how we are meeting that responsibility, but I’m far from satisfied. The passing last fall of former CEO James Burke reminded us all that the simple set of beliefs defined in Our Credo can guide our Company through all the challenges and complexities of these or any time. My overarching goal as CEO is to ensure that our nearly 128,000 employees in more than 275 operating companies around the world will always be united by Our Credo and our single purpose: Caring for the world, one person at a time. LEGACY OF CARING That purpose was at work here in New Jersey, the home state of Johnson & Johnson, when Hurricane Sandy roared through so ma.

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Analysis of Variance (ANOVA) Chapters 11 - 13 ANOVA: statistical analysis of experiments with more than 2 groups requires a more complex technique Most frequently used technique among social and behavioral scientists Based on assigning the variability of data to different sources One-Way ANOVA: Chapter 11 Used to find out if there are any differences among three or more population means (Recall t-test measured two) Null hypothesis is again that two or more population means in an independent samples design are equal. That is, Used when treatment levels are independent of each other NHST with ANOVA: Populations you are comparing (different treatment groups) may be exactly the same OR one or more of them may have a different mean. These are your null and alternative hypotheses in that order. At the beginning, we assume that the null hypothesis is true. That is, we believe that the groups have the same mean and any variation is due to chance. Choose a sampling distribution that shows the probability of various differences among sample means when the null hypothesis is true. For more than 2 sample means, we use the F distribution. Obtain the data from your populations and do calculations until you have an F value. NHST with ANOVA: Compare the F value to the critical value of F in the F distribution Chart in back of book. Come to a conclusion about null hypothesis. If your F value is less than the number in the chart, you fail to reject the null hypothesis which means that either the null or alternative hypothesis could be true. If your F value is greater than or equal to the value in the chart, we reject the null hypothesis and can state that there is reason to believe there are measurable differences in the means and further investigation may explain these differences (i.e. the differences are not due to chance or randomness) Tell the story of what the data shows. Rejecting the null hypothesis warrant further study and analysis or discussion. Failing to reject the null hypothesis gives no strong conclusion, but the data is not invalid. The value F: For ANOVA, we will be using a new statistic that is called the F value that corresponds to the F-distribution and the chart in the back of the book. When the null hypothesis is true, this value is close to 1. When it is false, we get a number greater than 1. Add Data Analysis Pack to Excel Calculate ANOVA using Excel Repeated Measures ANOVA Statistical technique for designs with repeated measures of subjects or groups of matched subjects Null hypothesis is same as before CASE 31 :: JOHNSON & JOHNSON C233 On January 20, 2015, Johnson & Johnson CEO Alex Gorsky proudly announced that his firm had sales of $74.3 billion during the previous year, representing an increase of 4.2 percent over 2013. Most of this growth came from the firm’s pharmaceutical division, which Gorsky pointed ...

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Cover SheetProject Analysis By:Matthew PankeyBBA in Finance2011-2021MGT 4810 W1-W2 Fall 2022 Executive SummaryExecutive Summary Johnson & Johnson is a multinational American company with headquarters in New Bunswick, New Jersey. Medical devices, pharmaceuticals, and consumer health are the three main business sectors of Johnson & Johnson, which was founded in 1886. J&J is a Fortune 500 firm with about 250 subsidiary businesses that operate in more than 60 countries and sell goods in more than 175 nations. To stand out from rivals, Johnson & Johnson relies on its products and innovation. With the help of this company analysis, students can examine every facet of Johnson & Johnson's operations as consultants. This pertinent data may be used to shed light on how J&J might enhance internal and external operations while enhancing its financial performance and stockholder value. The Strategic Management textbook and other trustworthy sources, such as Johnson & Johnson's annual reports, investor website, and news releases, were used to compile all of the information for this research. Through this capstone project, students can examine pertinent corporate finances and gain knowledge about the potential pitfalls of their chosen career pathways.I was able to get substantial Microsoft Excel knowledge with this assignment, which will help me as I begin to improve my career-related skills. Due to the significant study and analysis required to create each tool, I also had to learn good time management techniques. When examining a company's financials and annual reports to estimate its value, I also feel as though I learned knowledge. Table of ContentsTable of ContentsTool 1:Historical AnalysisPage 4Tool 2:Mission Statement AnalysisPage 5Tool 3:Remote Environment AnalysisPage 7Tool 4:Competitive Profile MatrixPage 12Tool 5:Internal Factor EvaluationPage 14Tool 6:CohesionPage 17Tool 7:Generic StrategyPage 20Tool 8:Perceptual MappingPage 22Tool 9:GlobalizationPage 23Tool 10:Financial Ratios and BenchmarkingPage 25Tool 11:SWOTPage 30Tool 12:Financing Recommendations for SWOTPage 35 Tool 1Historical AnalysisPurpose: Identify which strategies have historically been successful and how they have affected revenue by relating recent strategic events inside the company to consumer health, medicines, medical devices, and overall revenues. Findings from this research will be used in a SWOT analysis to identify strengths and weaknesses. Data was taken from yearly reports by Johnson & Johnson.YearsGross RevenueConsumer HealthPharmaceuticalMedical Devices2011$82,584$14,053$45,572$22,9592012$82,059$13,898$42,198$25,9632013$81,581$13,853$40,734$26,9942014$76,450$13,602$36,256$26,5922015$71,890$13,307$33,464$25,1192016$70,074$13,507$31,430$25,1372017$74,331$14,496$32,313$27,5222018$71,312$14,697$28,125$28,4902019$67,224$14,447$25,351$27,4262020$65,030$14,883$24,368$25,7792021$93,775$14,635$52,080$27,060Recent Strategic Events2, 3March 2011: Acquires Crucell, a biopharmac ...

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"Brand Stretch Spectrum and Market Product Grid" · 1. Assess the importance of evaluating newly developed health care products in order to determine whether the products should carry existing brand names or whether they should be assigned new brand names. Suggest realistic branding strategies needed for marketers to evaluate newly developed health care products or services. Provide support for your rationale. · 2. From the e-Activity, determine whether or not the product offerings that you selected are consistent with the perceived selections of the given health care entity. Explain your rationalTop of Form Bottom of Form Week 4 eActivity · Use the Internet to research the product offerings of a local health care organization. (Note: These offerings are often found on the health care organizations homepage.) Based on your knowledge of your local region, consider the potential markets for these products. With this information, construct a Market-Product Grid for your selected health care entity. With the grid, you should, at a minimum, analyze the resulting market-product combination. Prepare to discuss. Please respond to the following: "Lateral Marketing Strategy" · 3. Assess the value of target marketing as an effective health care marketing strategy. Appraise the degree to which vertical and traditional segmentation help marketing managers use target marketing strategies. Support your rationale with at least two (2) specific examples of target marketing within a health care organization with which you are familiar. · 4. Evaluate the impact of lateral segmentation in encouraging marketing managers to look broadly at markets in order to identify previously overlooked opportunities. Provide at least one (1) specific example of quality initiatives within a health care organization. c h a p t e r 13 3 Revitalizing a Brand SNAPSHOT Institution: Plaza Home Health Services, a recently established home health agency Location: Georgetown (population 45,857), located in the West North Central region of the United States Characters: Ms. Nancy Edwards, Co-Owner and Nurse Ms. Jennifer Moore, Co-Owner and Nurse (both of Plaza Home Health Services) Context: In this case, two entrepreneurs establish a home health agency and quickly encounter overwhelming success, giving them the opportunity to rethink some hastily made branding decisions. Nancy Edwards and Jennifer Moore, co-owners of Plaza Home Health Services, are celebrating their 1-year anniversary as healthcare entrepreneurs and, at this juncture, have decided to invest in some much needed identity enhancements for their company. Specifically, the two entrepreneurs are seeking to elevate the status and stature of Plaza Home Health Services by upgrading its associated brand image, bolstering corporate © Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION. 7176 © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, ...

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Product Safety Obviously, a major ethical obligation of any organization is to produce a quality product or service. Just as obviously, nothing will put a company out of business faster than offering a product that is dangerous, poorly produced, or of inferior quality. Competition in the marketplace generally helps ensure that goods and services will be of a quality that is acceptable to consumers. However, sometimes a company becomes the victim of external sabotage (like Johnson & Johnson), and sometimes a company makes a foolhardy decision, and the result is a product that is not safe. Let’s look at these classic cases. COMPANY: Johnson & Johnson INDUSTRY: Pharmaceuticals SITUATION In September 1982, seven people in the Chicago area were killed when they ingested Tylenol, a painkiller produced by McNeil Labs, a division of Johnson & Johnson. The Tylenol in question was found to have been laced with cyanide, and it was not known for several weeks whether the contamination was the result of internal or external sabotage. A thorough investigation later proved that the poisonings were the result of external sabotage, although the culprit has never been found. HOW THE COMPANY HANDLED IT First, the company pulled all Tylenol from shelves in the Chicago area. That was quickly followed by a nationwide recall of all Tylenol—31 million bottles with a retail value of over $100 million. Johnson & Johnson sent Mailgram messages explaining the situation and the recall to over 500,000 doctors, hospitals, and distributors of Tylenol. It also established a toll-free crisis phone line so that consumers could ask questions about the product. In addition, its CEO, James Burke, and other executives were accessible to the press and were interviewed by a variety of media. Before the poisoning, Tylenol had captured over a third of the painkiller market, so Johnson & Johnson decided to rebuild the brand and its franchise. That wasn’t going to be easy, since consumer fear ran high immediately after the poisoning. In one survey conducted a month after the incident, 87 percent of the respondents understood that Johnson & Johnson was not to blame for the Tylenol deaths, yet 61 percent declared they would be unlikely to buy Tylenol in the future. So even though most consumers knew the poisonings were not the fault of Johnson & Johnson, most of them wouldn’t buy the product again. Johnson & Johnson tackled this problem head-on by offering coupons to entice consumers back to Tylenol and, ultimately, by redesigning Tylenol’s packaging to be tamper resistant. RESULTS Johnson & Johnson’s reaction to the Tylenol poisoning has been hailed as the benchmark for how organizations should react to a crisis. As we’ve mentioned in other chapters, the firm’s reaction to the Tylenol crisis proved that its famous Credo, in which it outlines its responsibilities to its consumers, employees, community, and stockholders, wasn’t hollow. It was that concern for the customer—its primary sta ...

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Requirements: Answer all the questions regarding the article. No copy paste otherwise I report you. Q1. How much do you think Danone's decision to set up a social business was motivated by wanting to be socially responsible versus believing the move would help its performance? Does the answer to this make any difference? Q2. Since establishment of the Grameen Danone Foods social business, the number of social businesses worldwide has grown so much that there is now an annual global sum- mit in Wolfsburg, Germany. Are there types of companies that might not be good candidates to establish social businesses? If so, what are they and why? Q3. What advantages might Danone receive from the Grameen Danone joint venture? Case Grameen Danone Foods in Bangladesh Prefosers Joe dupezeist Moon and Jahn D. Danicls In 1932, U.S. President Franklin D. Roosevelt referred to an impoverished person as the forgotten man at the bottom [base] of the economic pyramid." Later, the term-shortened to "BoP" - became business jargon after publication in 2010 of The Fortune at the Bottom of the Pyramid. Few places have more impoverished people than Bangladesh. With 169 million people in 2015, its per capita GDP at PPP was $3,581, with 43.3 percent of the population below the international poverty line of $1.25 per day. Thus, Bangladesh has conditions that correlate closely with poverty: an adult illiteracy rate of 42.3 percent, a high incidence of infectious diseases, a poor infrastructure, high underemployment, crowded conditions (imagine half the U.S. population squeezed into the state of lowa), and more than its share of natural disasters especially periodic flooding - that impede development. In the face of these ominous conditions, two companies - the Grameen Foundation from Bangladesh and GrouRe Danone from France - formed a joint venture (JV) social business to serve Bangladesh's BoP. What Is a Social Business? Mohammad Yunus, founder of the Grameen Bank in 1974 and winner of the Nobel Peace Prize in 2006, originated the social business concept, which aims to generate social benefit by creating a sustainable business. The Grameen Danone Foods JV was established to make a profit but pay no dividends. All earnings are reinvested, except that investors may recoup their original capital input. Unlike NGOs, charities, and not-for-profit organizations, a social business must sustain itself by earning profits competitively rather than receiving new contributions to carry on. The Grameen Bank and Foundation The Grameen Bank (GB) began when Yunus lent $27 to a group of indigent villagers who repaid the money even though he had required no collateral from them. This small beginning, contrary to Bangladeshi bank practices, led to GB's mjcrotinanciog program. It has competed primarily with usurious money lenders who charge as much as 10 percent interest per day. GB's typical rate of 20 percent per year may sound high, but Bangladesh has had an inflation rate of nearly 9 .

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